Intergenerational Foresight 2026

Page 33 of 57 · WEF_Intergenerational_Foresight_2026.pdf

GLOBAL RELEVANCE East Asia’s experience offers practical lessons for leaders globally. Demographic change does not require sacrificing growth or dynamism. It requires redesigning how institutions recognize contributions, structure care and allocate responsibilities over time. Examples across the region illustrate this shift. In Japan, Silver Human Resources Centres formalize retirees’ expertise into mentoring and community services, supported by digital coordination.65 In South Korea, emerging co-living models integrate shared spaces and technology to redistribute care. In China, the growth of the silver economy shows how older adults are shaping new markets and innovation.These cases challenge the assumption that ageing is primarily a fiscal liability. They demonstrate how ageing can underpin new forms of economic and social value when institutions adapt. When institutions recognize older adults as contributors and incorporate younger generations’ perspectives into long-term decisions, they increase trust.66 In this sense, intergenerational foresight functions as a governing mindset. It supports inclusive, anticipatory and durable responses to demographic and social change in an era of prolonged uncertainty.674. Integrating migration into intergenerational strategies Migration reshapes labour markets, care systems and intergenerational relationships. When governed deliberately, it can reinforce intergenerational ecosystems by introducing skills, caregiving capacity and cultural practices. Migration as a demographic and labour force response to ageing requires inclusive governance that maintains trust and social cohesion while recognizing migration as part of long-term demographic adaptation. Together, these pathways show how reframing ageing reshapes governance priorities: from productivity to well-being, from fragmented responsibility to shared stewardship and from reactive adjustment to anticipatory design. Intergenerational Foresight: An Approach for Long-Term Responsibility in Governance 33
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