Rewriting the Rulebook: HOW CORPORATES MUST EVOLVE FOR NEPAL’S GEN Z
HARSH REALITIES
Harshwardhan Shahani is a Creative Director and CEO at V-Chitra an award-winning advertising agency in Nepal. You can follow Harsha’s blogs on http://harshshahani.blogspot.com
I have been watching the recent protests unfold with a mix of shock and unease. The images of businesses looted, offices torched and the fury of young Nepalis directed at corporate houses shook me. What struck me most was not the destruction itself but the symbolism. For the first time, it was not just the political class or the government under fire – corporates, the so-called engines of progress, became the target of Gen Z’s wrath.
And the uncomfortable truth is this: we, the corporate community, brought this upon ourselves.
We projected wealth without responsibility. We built shiny glass towers and rolled out luxury brands while the average young Nepali struggled to find a dignified job. We paraded our success stories but rarely paused to ask whether that success translated into opportunity for those outside our boardrooms. In doing so, we created a dangerous aspiration gap – one where our display of prosperity stood in stark contrast to the frustration and unemployment that define the lives of millions of Gen Z youth.
We also shut our doors to them. Too often, plum roles in our companies went to the sons and daughters of promoters. Nepotism was dressed up as ‘continuity’ or ‘succession planning’, but Gen Z, who are merit-driven and global in outlook, saw it for what it was: the same old story of lineage triumphing over competence. Imagine studying hard, graduating with skill and ambition, only to watch the ‘heir to the throne’ walk into the job you deserved. That resentment was always simmering – we just chose not to hear it.
And when we did speak to them, we spoke at them, not with them. Our marketing campaigns were flashy, our brand launches glamorous. But our conversations with Gen Z were transactional – we saw them as wallets, not voices. We wanted them to buy our products but never gave them a seat at the table where decisions were being made.
Even our corporate social responsibility, which should have been a bridge of trust, often became tokenism. A few trees planted, a one-day health camp, a photo op with a cheque. Gen Z is sharp enough to see through this. They do not want gestures; they want commitment. They do not want our charity; they want our partnership in building a better future.
So yes, the protests were a wake-up call. And if we are willing to learn, they can also be the start of something transformative.
First, Crisis Communication Must Be Fixed
Before we even talk about the way forward, we must acknowledge a glaring failure: how we handled the crisis in real time. In moments of upheaval, silence from corporate leaders is not neutral – it is damning. Many companies chose to stay quiet, hoping the storm would pass. But to Gen Z, silence looked like arrogance. It looked like we did not care.
If corporates want to regain even a shred of credibility, they need to overhaul their crisis communication immediately:
1. Acknowledge the anger. Do not deny it, do not downplay it. Show empathy for the frustrations of the youth, even if you condemn the violence.
2. Speak with one voice. Mixed messages from different leaders create confusion. CEOs must step up, not hide behind press releases.
3. Be transparent. Admit shortcomings, especially around nepotism and fairness in hiring. Honesty will sting at first but builds long-term respect.
4. Engage directly. Use digital platforms and host open dialogues where young people can question leadership without censorship.
5. Commit to change. Every communication must be backed by action. Empty statements will only deepen mistrust.
Crisis communication is not about saving face – it is about rebuilding bridges in real time. If we fail here, no ‘long-term plan’ will ever land.
The Way Forward
The way forward is clear, though not easy. First, we must move from display to inclusion. It is not enough to flaunt growth – we must show how that growth creates pathways for others. Transparent recruitment pipelines, fair internships and active hiring from diverse, non-elite backgrounds should become the norm. Every young person should feel they have a fair shot inside our walls.
Second, we must invest in youth futures. That means creating scholarship funds, skill hubs and mentorship programmes that prepare Gen Z not just to be our employees but also entrepreneurs who will one day compete with us. If we can help them build their future, they will stop seeing us as adversaries.
Third, we must create authentic dialogue. This generation is not asking for freebies; they are asking to be heard. Why not establish youth councils inside our companies? Why not host town halls where young voices shape our policies, not just our advertising campaigns? For too long, we have spoken in glossy brochures – they want us to listen in real time.
Fourth, we need to build purpose-driven businesses. The days of ‘profits at all costs’ are gone. Gen Z respects companies that stand for something – climate action, gender equality, mental health, rural upliftment. If our brands are not anchored in values, they will remain hollow.
And finally, we must end the culture of nepotism. It will not vanish overnight, but we can commit to transparency. Independent HR processes, clear criteria for hiring and promotions, and a public stand for meritocracy will signal that we are serious about fairness.
The New Rulebook
The rulebook for corporates in Nepal must be rewritten: meritocracy over nepotism, opportunity creation over wealth display, empathy over arrogance, sustainability over short-term gains, and co-creation with Gen Z over one-sided marketing.
I know some will dismiss this as idealism. But the cost of ignoring it is far greater. The protests have already shown us what happens when a generation loses faith in us. If we continue to treat them as passive consumers instead of active stakeholders, the anger will only deepen.
Gen Z is not asking for much. They want fairness. They want dignity. They want to believe that corporate Nepal is not just making money but also making a difference. If we can give them that, we will not only regain their trust, we will secure our own future.
Because at the end of the day, no business can thrive in a country where its youth are burning with resentment. Our progress must be tied to their progress. And if we fail to understand this, we will not just lose Gen Z – we will lose Nepal’s tomorrow.
