From Nike to Apple, top companies are quietly deploying in this future track.

A brand - new market has emerged. It is not simply defined by age but by the realities of longevity, self - reinvention, and multi - generational coexistence. If companies still adhere to youth - centric product and talent strategies, they may miss one of the most significant growth opportunities of the 21st century: designing for the entire life cycle.

For decades, corporate strategies have revolved around "youth." Take the automotive industry as an example. Manufacturers once precisely marketed the concept of "independence" to the baby - boomers as they entered adulthood. The Ford Mustang, Dodge's "Join the Rebellion" ads, and the Volkswagen Beetle all conveyed the same message: Youth is not just a state of life but a brand - new market category with great value.

However, times have changed. Those consumers are now in their 60s and 70s. Meanwhile, the global fertility rate continues to decline, the reserve of young talents shrinks, population growth in many countries slows down or even reverses, while people's life expectancy is increasing, and their working years are also extended accordingly.

A brand - new market has emerged. It is not simply defined by age but by the realities of longevity, self - reinvention, and multi - generational coexistence. If companies still adhere to youth - centric product and talent strategies, they may miss one of the most significant growth opportunities of the 21st century: designing for the entire life cycle.

The demographic turning point

The data is grim. According to United Nations data, one in six people globally is over 60 years old, and this proportion is expected to double by 2050. In the United States, it is estimated that by 2034, the number of adults aged 65 and above will exceed the number of children under 18. The fertility rates in over 100 countries have fallen below the replacement level. Countries such as China, Japan, Italy, and South Korea have experienced negative population growth.

As life expectancy increases, the capabilities and aspirations of the elderly are also rising. Today, some people in their 60s and 70s are starting businesses, some are taking care of their families, and some are running marathons. They are not a marginal group - they are the mainstream of the future, yet they are severely underestimated in labor planning, product design, and marketing.

Many companies still view aging as a risk to be managed rather than a consumer and talent opportunity to be grasped. Internal KPIs prioritize short - term gains. Leadership development programs ignore the potential of professionals in the later stages of their careers. Advertisements often default to using young images or portray the elderly as a burden or a laughingstock.

This mindset is not only outdated but also goes against market forces. According to data from the American Association of Retired Persons, in the United States, adults over 50 control nearly 70% of household wealth. Globally, they contribute 42% of consumer spending. Moreover, according to data from the U.S. Bureau of Labor Statistics, the labor force participation rate of the population over 65 has almost doubled since 2000, growing faster than any other age group.

Some companies are beginning to recognize this reality. Nike has taken measures to attract elderly consumers, including developing new product lines. Apple has quietly embedded inclusive features in all its devices, such as large - font interfaces, fall detection, and even hearing aid functions, without deliberately highlighting "elderly users." Dove's "Beauty Has No Age Limit" ad features women over 60, reinterpreting aging as a state full of power and possibilities, effectively challenging the old and one - dimensional aesthetic standards. The luxury fashion brand Jacquemus featured 67 - year - old Jon Grier in its ads, demonstrating the cultural power and credibility that elderly celebrities can bring to a brand. Even Nestle, known for its candies and baby food, has announced plans to diversify its products to cover the elderly population.

However, these are still isolated cases rather than the norm.

Shifting from generational positioning to life - cycle design

What is needed now is a fundamental shift in companies' perception of "age" - no longer seeing it as an isolated demographic label but as a key consideration in design and strategy. This means moving beyond generational positioning (baby boomers, Generation X, millennials, Generation Z) and towards life - cycle design: a cognitive framework that can reflect the non - linear and dynamic evolutionary paths that people experience in different stages such as education, career, family care, health management, and life reinvention.

Life - cycle design recognizes that a 67 - year - old startup founder, a 55 - year - old family caregiver, and a 72 - year - old retired consultant who has changed careers, although all over 50, have different needs, behaviors, and aspirations. It also acknowledges that inter - generational collaboration - across teams, families, and markets - is becoming the norm rather than the exception.

To remain competitive in a world shaped by longevity, population aging, and even population decline, companies should make two strategic shifts in terms of products and the labor force:

1. Shift from focusing on the young to inclusive product design covering the entire life cycle

The elderly are often regarded as marginal cases in product development or even completely ignored. However, incorporating age factors into design considerations is not just about designing for the elderly. It means considering different abilities, life stages, and preferences from the very beginning.

Product design leaders should:

· Replace generational stereotypes with behavioral segmentation and formulate strategies around the motivations that prompt people to take action or make purchases, or conduct marketing around specific life events (such as having children). McKinsey & Company found that companies that use behavioral and psychological segmentation in their marketing campaigns have returns three times higher than those that rely only on demographic or age segmentation.

· Apply inclusive design principles that benefit everyone (for example, clearer interfaces, easier - to - hold grips, and adjustable lighting). A study by Accenture found that companies leading in key disability - inclusive indicators have 1.6 times higher revenues, 2.6 times higher net incomes, and twice as much economic profit as other companies. Apple's default strategy - deeply integrating inclusive design into all its products - proves that age - friendly innovation can naturally fit into the user experience and be widely recognized by consumers of different ages.

· Invite the elderly to participate in the research and design process early and often to test the usability, relevance, and attractiveness of products.

2. In marketing narratives, shift from portraying "aging as decline" to conveying "age as accumulation."

In marketing communication, aging is often portrayed as a "loss" - the loss of youth, the fading of charm, or the loss of resonance with the social pulse. This narrative is not only inaccurate but also counterproductive in business. Slogans and descriptions such as "smooth out fine lines and wrinkles" and "anti - aging" may make the elderly feel that buying these products is meaningless. For example, Dior's 2017 "Capture Youth" ad campaign, in which 25 - year - old Cara Delevingne promoted anti - aging products, was widely criticized for using a model decades younger than the target audience to reinforce age - discriminatory ideas.

Instead, marketing leaders should:

· Showcase the aspirations, vitality, and self - reinvention of all age groups.

· Normalize longevity, not as an exception but as the new standard.

· Use age - diverse brand ambassadors across product lines.

· Inspiring marketing does not have to be youth - oriented. It must be real, bold, and highly human. The elderly have different priorities and are often willing to spend more money to ensure their retirement, health, and even time.

3. Shift from the career ladder model to a panoramic view of career development

The traditional career model assumes that people reach their peak in their forties and retire at 65. However, these assumptions no longer hold. Longer life spans mean longer careers, but not necessarily in the same roles or at the same pace.

In 2017, CVS launched the "Age - Agnostic Talent" program, actively recruiting employees aged 50 and above (who are usually in their second or third careers) and emphasizing the importance of hiring people who understand their customers. (The company pointed out that 90% of Americans over 65 take at least one prescription drug.) Similarly, Caterpillar created the "Returning Professional Development Program" to support people in restarting or changing careers. Such initiatives can strengthen a company's talent reserve and ensure a more representative workforce.

Forward - thinking talent management leaders should:

· Redesign positions and work processes to adapt to physical, cognitive, and lifestyle changes.

· Introduce phased retirement, part - time leadership roles, and mid - career reskilling training.

· Extend leadership development to professionals in the later stages of their careers, who still have decades of potential contributions.

These models can not only retain a company's internal knowledge but also cultivate loyalty among employees who increasingly value flexibility and a sense of purpose.

4. Shift from age - segregated teams to inter - generational collaboration

The future workplace will be multi - generational. Today's workplaces usually include four generations, from the young Generation Z to the older baby boomers. Leading companies no longer see age differences as a challenge but understand that different perspectives can drive innovation and use it as an advantage. In General Electric's reverse mentoring program, young employees help experienced executives improve their digital experience. The program was so successful that it was eventually incorporated into the company's overall strategy. PwC and Moody's have developed inter - generational programs that pair older and younger generations with different backgrounds to learn from each other.

Popular culture is also beginning to reflect this reality, which is important if we want to change mainstream ideas. Inter - generational friendships depicted in popular TV shows such as "Hacks" on HBO and "Abbott Elementary" on ABC show the influence and mutual benefits of inter - generational relationships on people's lives and careers. These stories highlight how young and old people can often benefit from cooperation, while rewriting outdated stereotypes, no longer portraying the elderly as strange or old - fashioned, and no longer depicting the young as irresponsible or careless.

Corporate leaders can learn from these plots and should:

· Intentionally make age diversity a design element in team building.

· Establish two - way mentoring programs that equally value experience and innovation.

· Train managers to deal with differences in expectations between generations in communication, work - life balance, and performance.

Research shows that age - diverse teams can bring better financial performance and stronger organizational resilience - this is particularly significant in industries that highly rely on institutional knowledge and dynamic adaptability.

A strategic checklist for initiating change

Companies ready to embrace age inclusivity can start by assessing their blind spots and opportunities. Here are five practical steps:

· Conduct a demographic risk assessment. Evaluate whether your labor force, leadership, and customer strategies are in line with future demographic trends.

· Redesign the talent model to adapt to longevity. Plan for longer tenures, career reinvention, and succession channels that include employees in their 60s, 70s, and even 80s.

· Create inclusive products and services. Apply inclusive design from the beginning, test products among users of different ages, and make accessibility an innovation indicator.

· Institutionalize inter - generational collaboration. Set age - diversity goals. Build inter - generational teams. Make mentoring programs two - way rather than one - way.

· Tell more positive age stories. Invest in advertising agencies and communication campaigns that portray elderly consumers and professionals as "value creators" - not just "traditional guardians."

...

Demographic change is not coming - it has already happened and is reshaping the labor market, consumer behavior, and economic growth. For corporate leaders, the question is no longer whether to respond to these changes but how quickly and comprehensively to respond.

Age inclusivity is not a corporate social responsibility initiative but a strategy for resilience, adaptability, and growth. Companies that design for the entire life cycle can not only tap into the wealth and wisdom of the elderly but also build a stronger inter - generational system that benefits everyone.

As the saying goes, demographics determine destiny. But it also has to do with design. The future favors companies that plan carefully for it.

Bradley Schurman, Jennifer Wong | Text

Bradley Schurman is the CEO of Human Change. Jennifer Wong is the founder and chief consultant of JLW Consulting & Advisors.

This article is from the WeChat official account "Harvard Business Review" (ID: hbrchinese). Author: HBR - China. Republished by 36Kr with permission.