Bridging the Gap

How Intergenerational Design Can Drive Social Change

In a recent conversation hosted as part of The Current—CoDesign Collaborative’s new student-led lightning talk series—Esha Rao sat down with Marci Alboher, Chief Engagement Officer at CoGenerate, to explore the power of intergenerational connection in building well-being and resilience. With rising rates of loneliness among both older adults and younger generations, the two reflected on how intentionally designed communities and social structures can bridge generational divides. Drawing from global examples and lived experience, their conversation shed light on how we can co-create a more connected and compassionate future.

Below is a lightly edited version of their conversation.

Esha: Marci, how did you first find your way into this work around aging, longevity, and social impact?

Marci: It actually started with writing. I was reporting for the New York Times on people using their later years—after their primary earning years—to make a social impact. I found myself deeply drawn to the work of this small nonprofit in San Francisco called Encore.org, now called CoGenerate. Eventually, I made the shift myself and joined them. It was a total pivot inspired by what they called the “encore career”—a second act focused on the greater good. One of my first responsibilities was to help normalize the idea of this new life stage—one defined by purpose, impact, and contribution.

Our organization became known as the hub for older changemakers. We ran programs like the Purpose Prize (now operated by AAR), a social Innovation Prize for later-life social entrepreneurs, and the Encore Fellowships (now operated by the Fedcap Group) for late-career professionals transitioning to social impact work. I led all of our narrative change and communications work, designed programs, and helped elevate diverse voices speaking about the potential of longer lives – both for individuals and society.

Esha: The framing of a new life stage centered around social impact makes sense. What were some of the big shifts or patterns you started noticing as this work evolved?

Marci: A few years ago, we realized we weren’t just becoming an aging society—we were becoming an age-diverse society. We now have relatively equal numbers of people at every life stage—from age 7 to 70. That’s a huge demographic shift. A hundred years ago, the U.S. was a much younger country demographically. So the real opportunity now isn’t just about aging—it’s about intergenerational collaboration. Because older changemakers won’t get very far without partnering with younger changemakers.

That’s why Encore.org rebranded as CoGenerate. I’ve sat on the leadership team for years now, and we’ve been doubling down on how people of different ages can come together to solve big problems.

Esha: That feels so relevant, especially with five generations now working together in the workplace. That setup is structured – offering forced proximity – which can be both exciting and, at times, challenging. Because even though people are sharing the same workspace, it doesn’t always mean they’re connecting. I wonder what you’ve seen in terms of how connection does or doesn’t happen across generations in a professional setting?

Marci: Absolutely! My younger colleague Duncan—he’s 31 and I’m 59—started speaking together with a talk/workshop we call CoGen at Work. We talk with companies and nonprofits about the generational dynamics they’re facing: the tensions, yes, but also the opportunities. Duncan and I also write this series called “Overheard on Text,” which shares some of the stuff we text about when we’re working through questions about generational disconnects or misunderstandings.

We also published a report last year called “What Younger Leaders Want – And Don’t Want from Older Allies.” (This Summer, we’ll publish the bookend study, What Older Leaders Want – and Don’t Want – From Younger Allies.)

One of our big findings was that longevity in the workplace today requires a flexible, adaptive mindset. Older professionals need to be open to new leadership models and ways of working. And younger professionals—many of whom will soon manage or partner with seasoned colleagues—need to understand that we bring decades of experience, networks, and perspective. A lot of it comes down to learning how to communicate across styles and generations.

That’s why we often help organizations unpack what’s really going on. Is it a generational difference, or is it a lack of belonging? An onboarding issue? Misaligned communication preferences? You might have a 60-year-old with great work-life boundaries and a 22-year-old who’s always online—or the reverse. So it’s important not to confuse personality or individual habits with generational norms.

Esha: Your insights remind me of some of the dominant narratives/norms I came across while doing work in India around aging. For example, aging being a period of inevitable decline, or that older adults should step back from public life unless they absolutely need to work. And also that work in later life becomes centered around caregiving, especially grandchildren, in the family rather than contribution to society. These are of course generalised norms and there is significant nuance that is not always unpacked. What are some of the narratives in the U.S. that you’re seeing shift?

Marci: You’re spot on. Those narratives are exactly what we were trying to shift in the Encore years, and now with CoGenerate. In the U.S., we still see ideas that older people should “step aside”—but also a real concern that some hold onto power too long without making space for younger leadership. We hear that debate all the time in the context of our government.

Another problematic narrative is the idea that intergenerational programs should be one-sided—older adults mentoring younger people, as if wisdom only flows in one direction. But in great mentoring relationships, there’s so much mutuality. We’ve seen this especially in programs where younger people work with older adults—like in healthcare or community visits. They often walk away saying, “I learned more from this relationship than I ever expected.”

Esha: Mutuality seems like a key design principle. I’ve been noticing several models working at different levels. In the age-tech space, there’s a lot of innovation underway. Then there are community-driven programs like Experience Corps—originally started by CoGenerate and now run by AARP—alongside Eldera, and Wisdom Circle, all of which try to tap into mutual benefit. And then at a more systemic level, there are models like Colombia’s Care Block System, which rethinks how urban spaces and social services can ensure caregiving is better shared and supported. What are some examples from your work that really bring this principle to life?

Marci: Definitely. Another I love is Hey Auntie—an intergenerational network for Black women based on the cultural practice of aunties providing wisdom and support. It’s a space for connection and care across generations, grounded in shared cultural identity.

Another model we practice at CoGenerate is cogenerational-coleadership. Our organization is led by two co-CEOs—Marc Freedman, our founder, is in his 60s and Eunice Lin Nichols, is in her 40s. They are also from different genders and cultural backgrounds, which brings different perspectives and lived experiences to their partnership. It’s a powerful structure. It relieves pressure on a single executive and models a collaborative leadership style that honors both experience and new vision.

We’re also doing a lot in higher education, especially to enhance economic opportunities across age groups. We’re exploring what universities could look like if they were designed as cross-generational learning spaces. What if students of all ages worked on projects together? What if higher ed helped prepare people for multiple careers throughout life—not just their first job after college? And what if cross-generational connection extended out into the communities in which higher ed institutions are situated?

Esha: I love how these ideas apply at every level—from startups to higher ed to how we live our daily lives. What are some ways you personally build intergenerational connection?

Marci: I recently started an intergenerational salon for adults without children. We range in age from 28 to 83. We gather to talk about how this identity—of being child-free or childless—shapes our lives and relationships, particularly the roles we are able to play in our extended families, communities and the greater world. We’re hoping to co-create something meaningful that could support others with this identity.

My mom and I also host a seasonal, intergenerational clothing swap. We’ve done it for over 20 years. She’s 83, I’m 59, and we  always invite younger family members, friends and mentees who bring their friends. It’s not just a swap—it’s a social connector. People have found jobs, roommates—even dates!

My yoga community is quite intergenerational. We’ve built deep friendships outside of class. Volunteer spaces are also great for this—soup kitchens, climate action groups, anything mission-driven tends to attract people from different life stages.

Esha: This has been so insightful and generous, Marci. I especially appreciated your reflections on how leadership can be redefined, and the idea that mentorship or collaboration doesn’t have to flow in one direction. I think there’s something really powerful in the idea of designing for mutuality—whether it’s in your career, your community, or even a clothing swap!