Vinyas Innovative Technologies

Harnessing the Power of Generational Diversity

They say age is just a number, and that it’s really about how you feel. That may be true, but then again, age is an identifier, a distinction, and it classifies us into a specific generation. That, in and of itself, is creating quite a phenomenon paving the way for new opportunities as well as challenges at workplaces.

Generational conflict in society is an age-old phenomenon and we know that organizations are no exception to this. The different outlooks, attitudes, and perceptions of cohorts often lead to conflict, and on the other hand, there are many effective strategies that organizations have started following to address these generational conflicts for the holistic growth of employees and the organization.

Due to better health and longevity, in many organizations, several senior workers, who have dominated the workplace for decades, are staying in it longer making the younger colleagues anxious for change and upward mobility, thus creating impatience for them to move on. However, to realize the benefits of a multi-generationally diverse workforce, we first need to learn how to appreciate their unique preferences, habits, and behaviors. Merely including age as part of the organization’s D&I strategy can make a lot of difference by encouraging those of different generations to focus on their similarities and embrace their differences altogether.


Our way of bridging generational divides


At Vinyas, we strongly believe that generational identity should be a source of learning and not division. We value age-diverse teams because they have contributed to bringing together people with complementary abilities, skills, information, and networks.


When questioned about generational diversity, our young and dynamic employee Mr. Manoj Kumar from the Business Development Department opined, “Today’s workforce includes members of five different generations. This presents managers leading multigenerational teams with many opportunities and even more challenges. I feel that generational inclusivity needs to be designed by following a three-dimensional approach: compensation and benefits strategies, working arrangements, and workplace culture, which Vinyas has been practicing effectively for more than two decades now”.


It was definitely not a cakewalk for Vinyas to consciously walk the fine line between creating opportunities for young employees to advance and not losing them; while also ensuring that our veterans, whose skills are needed in competitive markets, feel included.


Multigenerational collaboration does not occur without some nurturing. Here are a few problem statements and ways to bridge communication gaps and challenge assumptions:



The inherent gap between the generations has an impact on the way they communicate. A 60-year-old doesn’t communicate the same way a 25-year-old does as their experiences run the gamut from old-school business to technologically advanced age. We have bridged this communication gap by creating an environment where questions are embraced, knowledge is shared, and by finding a middle ground for communication where everyone’s preference is valued. Besides, we have created channels for both horizontal and vertical communication from top to down and vice versa irrespective of age and experience, as well as by organizing all-employee town halls at regular intervals. With this initiative, we make sure that everyone learns how to collaborate with, discuss, and accept the views of their colleagues who grew up in different times than themselves.


2.Experiences and Education

It is important to understand that each generation has entered the workforce under certain conditions, with different experiences as well as varied educational backgrounds. The rise in digital transformations is a major factor contributing to the rise in conflicts between the generations. We have tackled this difference by addressing the age-based stereotypes concerning work performance, orienting them toward long-term professional goals, and psychologically adjusting them to the team culture.

At Vinyas, all decisions are taken after gaining everyone’s confidence by having open discussions, hearing out their views, consolidating all the proposed solutions, and at last, selecting the best solution after weighing its pros and cons. This has helped us not only to make the best decision but also to get the team bound by the decision that is made.

Implementation of the ERP system across our organization sets as a success story, where the tech-driven younger generation’s digital knowledge was coupled with the seniors’ experiences with accuracy and bookkeeping.


3.Adaptability and Assumptions

Change is a phenomenon that receives opposition from everyone, young or old which may lead to conflicts escalating when people make assumptions and objectify each other. The preconceived notions about those in a different age group, without being willing to know or listen become a dangerous threat to the company. Older generations may assume that younger people are easy-going and tech-savvy; whereas younger employees may presume that those who are older than them are inflexible and afraid to embrace technology. This needs a sensitive understanding of the situation and the right communication from the management team to imbibe a sense of teamwork in both the young and senior employees.

“According to me, diversity is a strength despite the differences between the generations. Tensions always arise about whose contributions are valued more in the team, but trust, support, and respect for each other’s views is the key to solving this problem. By encouraging a generationally diversified workforce at Vinyas, we have been able to meet the demands of a new era by driving operational effectiveness, increasing competitiveness, widening our appeal to consumers of all ages and abilities, and building long-term resilience” states Mr. MB Raju from Production Department who has worked with Vinyas since the time of its inception.


Final Thoughts


Bridging the multigenerational gap in the workplace is not rocket science. Every generation has something to teach and something to learn with all their experiences and knowledge. Instead of perpetuating an “us versus them” dynamic, at Vinyas, we are poised to change the narrative moving forward and bridge the generational gap with good communication, humility, and acceptance that we are fundamentally different people with equally valuable insights to offer.


Embracing a multitude of perspectives of the diverse workforce at Vinyas, our veterans and the youth TOGETHER make up the backbone of our organization and TOGETHER we are confident to create a healthy multi-generational work environment!

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Vinyas IT

Deepashree Narendra

Vice President - Corporate Affairs

Deepashree joined Vinyas in 2015, and since then she has been instrumental in driving brand management, human resource management, accelerating business growth and crafting valuable stakeholder experiences. She comes with around 8 years of experience of working with leading PR firms in Mumbai.


Deepashree holds a Bachelors in Biotechnology Engineering from Sri Jayachamarajendra College of Engineering, Mysuru. She has also pursued her studies in Law from National Law School, Bangaluru where she completed her PGDM in Intellectual Property Rights. Besides, she has also completed her Master’s in Business Management under the specialization of Communications from Symbiosis School of Media and Communication, Bangaluru.  


Deepashree is currently the co-convener of CII Women Network Forum Mysuru and the Chair for YUVA, Young Indians; the youth vertical of Confederation of Indian Industry (CII). 

Vinyas IT


Director - Operations

Heading the Operations at Vinyas, Vasan has more than two decades of experience in Electronics Manufacturing as well as Electronics Hardware industry. Being a Mechanical Engineer by qualification, he has helped the company to form a world-class manufacturing solutions team and has nurtured business partnerships since his association with Vinyas in 2001.


Vasan oversees the entire manufacturing facility and has played a pioneering role as mentor in building operational efficiency. He has been contributory in establishing a strong team to deliver technology-driven and innovation-led solutions to the valued customers.


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Vinyas IT

Sumukh Narendra


Sumukh has been associated with Vinyas Innovative Technologies since 2018 and is currently serving as Executive Director. He holds a Bachelors in Electronics and Communication Engineering from Sri Jayachamarajendra College of Engineering, Mysuru and Master of Science in Engineering in Embedded Systems from University of Pennsylvania, Philadelphia, USA.


With over 8 years of experience in Design Engineering, Sumukh brings in a strong focus on developing cutting-edge and innovative technologies in diagnostic and digital healthcare domain. He has also gained work experience as Lead Design Engineer in multi-national Fortune 100 Companies in USA.


Under his competent headship, Vinyas has achieved many milestones. Sumukh has not only achieved sustainable growth plan and supported Vinyas to expand its footprint in European markets especially in the Medical, Power electronics & Industrial Engineering sectors but has also established many ground-breaking technologies in firmware, medical and Industrial engineering segments.


Sumukh also serves as a Member of Confederation of Indian Industry (CII), Mysore Chapter.

Vinyas IT

Narendra Narayanan

Founder and Managing Director

Narendra founded Vinyas Innovative Technologies in the year 2000 with a vision to create global presence for India in the Electronics Manufacturing industry. Under his out-standing leadership and guidance, Vinyas has grown to become one of India’s largest Integrated Electronics System Design and Manufacturing company catering its best-in-class engineering & manufacturing solutions to global markets.


Born in the year 1959 at Bengaluru, Narendra has completed his Engineering in Electrical & Electronics from the University of Southern California. He has to his credit of serving as Chairman and advisor for many indigenous companies across the globe.


No doubt, Narendra is a man of vision and a heart of gold. “The Best Employer” award bestowed by the National Trust, Ministry of Social Justice & Empowerment, Government of India in the year 2011-2012 stands as a proof. Besides being honoured as the member of Advisory Board of India, USC Viterbi School of Engineering; Narendra was also conferred the Widney House Volunteer Award for the year 2014 from the University of Southern California. Born with strong ethical values, Narendra consistently strive to create an open and transparent work environment at Vinyas. Extending impartial and equal employment opportunities to differently abled, hearing impaired and tribal youth deserves an applause.