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Aging population – at least in the Italian and Western context – and digital transition are structurally reshaping the labor market and society as a whole. Intergenerational Learning (IGL) – as a mode of knowledge transfer and exchange between generations[1] – plays a strategic role in the broader framework of age management and lifelong learning by supporting organizational adaptation and promoting more inclusive participation across different generations of workers. This contribution highlights key findings from the AGEMIL (Age Management Intergenerational Learning; INAPP, 2025) project on the role of IGL practices in organizational contexts within both private enterprises and public administration (PA). The study comprised a desk phase involving a review of national and international scientific literature, the reconstruction of Italian and European public policies, and the analysis of the quantitative surveys “INDACO Enterprises” and “INDACO PA”. The subsequent field phase included interviews with key informants, focus groups (involving senior, junior, and mixed employees, managers, and representatives from Interprofessional Funds and training institutions), as well as case studies of best practices within private companies and PA. The results show a growing attention to IGL practices: on the organizational side, there is an increase in IGL activities, particularly in private enterprises; at the institutional one, there has been a progressive strengthening of the references to IGL in strategic documents and funding calls, particularly at the European level. However, this attention remains mostly declarative and programmatic, struggling to translate into structured and systematic operational interventions. This mismatch is also reflected in the allocation of resources and funding. The increase in IGL initiatives is not always accompanied by a corresponding rise in the per capita spending by businesses on these activities. Both PA and private enterprises tend to rely primarily on internal resources rather than external funding, although companies are showing more hybrid funding strategies. Among the main factors hindering the use of external resources are the lack of awareness of available tools (e.g., Interprofessional Funds) and limited technical and administrative capabilities to access and manage such funding. This issue is particularly relevant for small and medium-sized enterprises (MSEs), which are more exposed to the administrative burdens in terms of time and skills. PA, on the other hand, face institutional contexts that sometimes view these activities as non-prioritary, with a limited capacity to attract external stakeholders. These results highlight the need to strengthen institutional commitment towards IGL practices, moving beyond a primarily programmatic dimension to ensure more solid and transversal operational implementation. There is a need for clearer communication about available resources, while simultaneously simplifying the procedures for accessing funding, particularly reducing administrative burdens for MSEs. For public administrations, it is also crucial to promote a cultural shift supported by the institutions themselves, aimed at recognizing IGL as a strategic lever for the transfer of skills, organizational cohesion, well-being, and long-term sustainability.
