Research: As Careers Get Longer, Midcareer Work Needs to ChangeSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoAge and generational issues|Research: As Careers Get Longer, Midcareer Work Needs to ChangeSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoAge and generational issuesResearch: As Careers Get Longer, Midcareer Work Needs to Change by Lynda GrattonMay 27, 2026Yaroslav Danylchenko/StocksyPostPostShareSavePrintSummary.   Leer en españolLer em portuguêsPostPostShareSavePrintAt a recent leadership meeting that I attended as an advisor, the CEO of a large global company paused midway through a discussion on talent. “We have a problem,” he said. “Burnout is becoming a real issue.”Lynda Gratton is a professor of management practice at London Business School. Her newest book, Living the 100 Year Life: How to Build a Career That Lasts and a Life you Love, will be published in September 2026.PostPostShareSavePrintRead more on Age and generational issues or related topics Employee incentives, Developing employees, Career coaching, Employee engagement, Talent management, Employee retention, High potential employees, Organizational culture, Organizational development, Disruptive innovation, Experimentation, Leadership development, Managing employees and Motivating peoplePartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2026 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

The research explored by Lynda Gratton addresses the necessity for changes in midcareer work as careers extend in length. The context provided suggests that organizational challenges, particularly issues like burnout, are becoming pressing concerns for leaders in the modern workplace. This need for adaptation is framed by a confluence of related management themes that must be addressed to support longer-term careers and foster a sustainable organizational environment. The research touches upon critical areas such as employee incentives, the methods for developing employees, career coaching, and enhancing employee engagement. Furthermore, it implicitly connects these changes to effective talent management, strategies for employee retention, identifying and utilizing high potential employees, fostering a positive organizational culture, and engaging in organizational development. The findings implicitly link the necessity for evolving midcareer work practices to broader concepts including disruptive innovation, experimentation, leadership development, and effective methods for managing and motivating people. Ultimately, the exploration focuses on how these interconnected elements intersect to address the demands of extended careers, suggesting a fundamental shift in how organizations must approach work design and employee support systems.