We are concerned about Generation Z (those born between the mid-90s and early 2010s) because we are overlooking one fact: the ‘older’ members of the next generation, Alpha—spanning from 2010 to the present—are already teenagers.
These children, offspring of Millennial parents and, in some cases, Generation Z, grew up in an environment entirely immersed in connected devices, social media, and streaming platforms, where information circulates at a completely different pace than it did for their Millennial parents.
The near-constant presence of screens and virtual assistants has made their interaction with digital technology almost organic, shaping not only how they learn but also how they perceive the world and engage with brands. From this perspective, Generation Alpha anticipates behaviors that, in the coming years, will become the standard for consumption and interaction, decisively influencing Customer Experience (CX) strategies.
For this group, the notion of experience goes beyond the traditional expectation of good service or a functional product. They have been exposed early on to personalization and convenience in virtually every aspect of their lives: from on-demand entertainment, where they choose what to watch anytime, to smart devices that learn preferences and habits at home.
This early exposure to digital tools creates a relationship of trust and, at the same time, of demand: it’s not enough for a company to offer an efficient customer service channel; it must be agile, connected, and genuinely committed to understanding and anticipating needs. For brands, the message is clear: those who fail to create integrated, fast experiences that reflect values like inclusion and sustainability risk losing relevance in an increasingly near future.
The power of the first 100% digital generation
Although many executives have already mapped the importance of digital natives in business transformation, Generation Alpha takes this concept to another level.
While Generation Z had to learn and adapt to technologies that emerged as they grew up, Alpha children, on the other hand, were born into a world with tablets, smartphones, and voice assistants already established. This generation didn’t experience the transition; they are directly immersed in digital reality, with no language or cultural barriers. Everything seems natural, from interacting with keyboard-less devices to absorbing content on gamified platforms that blend education and entertainment.
For CX leaders, this means rethinking what ‘connection’ with the customer entails. Models based on linear processes, with predefined touchpoints, tend to become obsolete. Generation Alpha demands a fluid and omnipresent approach, expecting brands to respond in any context, on any channel, without losing continuity.
An eight-year-old, for example, won’t understand why a music app isn’t integrated with the family’s smart speaker or why there’s a disconnect between the e-commerce site and the physical store. This level of demand accompanies the child at every stage of their development. When they become a young consumer seeking products and services, they will have little patience for brands that don’t offer a seamless journey or interaction options based on voice, augmented reality, and other features that, to them, will already be standard.
There’s also a relevant factor tied to immediacy. Generation Alpha is accustomed to getting everything quickly, from deliveries to software updates, and rarely waits days for a problem to be resolved. This faster consumption pattern affects the entire business ecosystem, driving changes in logistics, customer service, and return policies, for example. It’s not just about convenience; it’s a paradigm shift in how consumer relationships are expected to unfold. This first fully digital generation wants—and will demand—more intuitive technologies, frictionless processes, and brands that communicate clearly.
A new perception of value
When we analyze how Generation Alpha perceives the value of a product or service, we notice a strong emphasis on emotional factors and a global perspective on impact. Concerns about sustainability, ethics, and corporate social responsibility are not distant accessories for these children but an important part of what they learn in school and online.
They see digital influencers talking about environmental causes, observe initiatives from major brands promoting awareness campaigns, and develop a notion that all this is part of a larger package when choosing whom to engage with. Essentially, they are young consumers who will carry this mindset into the job market and more complex purchasing decisions in the future.
For CX leaders, the message is clear: customer experience shouldn’t be limited to optimizing steps and interfaces. It’s necessary to incorporate values that reflect care for people and the planet. Generation Alpha will likely not forgive greenwashing or superficial campaigns without real substance. This transparency, coupled with authenticity, will be crucial for building lasting relationships. They may not express it formally as children, but the fact is they grow up paying attention to brand movements, absorbing which companies act genuinely and which merely pretend to care.
Building experiences for a different tomorrow
In a few decades, Generation Alpha will be the dominant group of consumers and market influencers. This is the horizon current leaders must aim for. What we consider ‘future’ today will quickly become the reality for these new decision-makers, whether as end-users or as managers within companies. This perspective reinforces the need for consistent preparation, involving, above all, the adoption of new technologies and the creation of flexible service ecosystems.
At the same time, CX executives must remember that this generation was born in a context of climate change and disruptive global events, like the COVID-19 pandemic. These children grow up with the notion that the world is unstable and crises can happen at any moment. This sense of vulnerability makes them value resilient brands—those capable of adapting, acting with social responsibility, and creating safe, trustworthy environments. It’s not just about delivering a good product but conveying a sense of security and alignment with propagated values.
Finally, it’s important to recognize that, although still young, Alphas influence their families’ consumption habits and, soon, the job market. They are surrounded by opportunities to express themselves and already learn to negotiate early on. They are accustomed to questioning and voicing opinions about what is fair, ethical, or sustainable, and they bring this to their consumption choices. The keyword for those planning the future of CX is readiness: readiness to evolve platforms, readiness to embrace new interaction formats, and readiness to align with principles that go beyond immediate profit.
Generation Alpha arrives with broader, deeper expectations and a critical sense that challenges the status quo. Those who listen to this will have the chance to shape a long-term relationship, while those who remain stagnant risk becoming obsolete in the face of a new worldview.
