Children of the ADHD Century

Many of the exact generational boundaries describing the 30-and-under population have been poorly defined, and terms are oftentimes used interchangeably. For example, terms like “Millennial” sometimes are used to describe portions of what is considered “Generation Y”. For the purpose of this blog, I am focusing solely on the under-18 population. Forward-thinking companies must understand this group not only because its members are so deeply immersed in technology, and because they represent an extremely lucrative market segment, but they are the workers, customers and citizens of tomorrow. Many of these children will have never seen a world without virtual reality, text messaging and MP3 players. They not only display a unique desire to test and experiment with various products, but they want to own them as well.

At the earliest stages of development, these children’s brains are being constantly stimulated. As a result, Attention Deficit Hyperactivity Disorder (ADHD) has become the most commonly diagnosed childhood disorder in the United States and is rapidly spreading elsewhere. Rather than addressing the problem head-on, schools have resorted to increasing the level of pharmaceutical drug use as a way to help treat young people with “socially unacceptable” behavior. These children have grown up in a world that began marketing to them even before they were born. What we have created are children who expect to be stimulated at all times - - and when they are not, they tune out.

The element of design has become critical, as many products and services compete for consumer attention in a saturated marketplace. For example, considering the global commoditization of cell phones, marketers are being forced to use clever and innovative designs as a way to target the under-18 audience. Since this demographic puts a high value on having the latest piece of gadgetry, the aesthetic appeal of a product is vital. Desire to have the “it” product will force companies to incessantly push the envelope and continually unveil newer and more exciting models. In a world where social networking and status have become paramount, the ability of those who are under 18 to flaunt their own innovative gadgets and high-tech toys to their peers becomes a very important leverage point for marketers. The novelty of an item has become increasingly short-lived.

On the school-front, the majority of school-aged children are bored in class, citing that the material being taught is simply not interesting. Not only does this reflect the disconnect between students’ learning needs and the current educational system, but it also points to the fact that these kids need to be constantly stimulated at all times. Perhaps advancements in neuroimaging will allow some progressive educators to develop a more stimulating approach, such as brain-compatible lesson plans based on how individuals process visual and aural information. Mind-controlled interactive gaming techniques may also be increasingly used as educational tools. Eventually, these methods could one day be used as a way to alleviate classroom boredom by customizing instruction based on genetic makeup and personal preferences.

Children under the age of 18 are not just looking at short-term rewards or satisfaction but also immediate gratification. The ability to capture the attention of this market will be increasingly paramount. Companies will need to know exactly how to effectively hook-in and appeal to this population in order to be successful. And in a world of over-saturation, marketing and advertising messages that resonate above the rest will stand a greater chance of being heard, although this will not necessarily guarantee that the messages will sell effectively.

The children of today, accustomed to being treated as special (by parents and marketers alike), will eventually transform both professional and personal lives as they cross the threshold into adulthood. By having heightened and unrealistic expectations, as well as a growing sense of entitlement, these children will likely bring their own brand of egoism to the workplace. It may be prudent for companies to embrace the members of this generation for the new perspective they will bring to the table.

Companies will be pressured to create innovative “must have” products in order to appeal to this market. This pressure is already being felt by companies - - perhaps most notable is the breakneck pace at which personal electronics developers have to roll out updated iterations of both hardware and software platforms, to keep up with the shifting demand of the under-18 market.

In the workplace, this generation will increasingly seek out those employers who both engage them and spark excitement. Once most of these children become adults, they will have difficulty working in an environment that lacks creativity, vision, positive reinforcement, and consistent peer-interaction. Human resource managers will have to go back to the drawing board when developing recruitment and retention policies for this generation.