Workplace,

millennials are “hungry for learning.”

Automation is also changing the workplace. Mr. Aboitiz had a personal encounter with one type of it, called semi-intelligent automation.

“The last time I was [in the United States], I was shocked because I had a problem with my cell phone. So I had called a call center. No person answered my call. It was a computer that answered the call. It conversed with me. It answered back. I didn’t type any numbers on my phone. I just said the numbers, numbers of my credit card... any details it wanted,” Mr. Aboitiz said. “Only when I asked questions that were unusual was I passed on to a real person.”

In boa rdroom dec i s ion- ma k ing discussions, Mr. Aboitiz believes that some of the questions that are going to be asked are: “How do we change?” “How do we automate?” “What do we use to automate?” “How do we transition from where we are to automation?” “Do we take big leaps or small strides?”

Millennials are finding themselves answering these type of questions — and other important management questions — as they rise through the ranks into ever more senior positions.

But these individuals are often misunderstood. “The problem, it seems, is that we tend to overly generalize traits that we attribute to them,” Ms. Villar said. “Generalizations, while useful, must be employed with caution because they tend to overlook the uniqueness and complexities of all of us. Profi ling a generation, be it baby boomers, the Gen X, or