Against the backdrop of accelerating globalisation and deepening demographic ageing, the study examined the current state of multigenerational collaboration as a prevalent organisational model in enterprises in China and Kyrgyzstan. The research aimed to develop a targeted hybrid incentive system designed to address intergenerational conflicts and cultural adaptation challenges within teams. Employing a mixed-methods approach, the study systematically integrated a literature review, cross-cultural comparative analysis, in-depth interviews, and case studies. The findings provided an in-depth analysis of cultural differences between the two countries across key dimensions, including collectivism versus individualism, power distance, and long-term versus short-term orientation. At the same time, substantial shortcomings were identified in the existing incentive systems of both countries, manifested in overly simplified models, the absence of culturally adaptive adjustments, and insufficient consideration of intergenerational differences. The study established the core principles for optimising a hybrid incentive system, placing emphasis on culturally adaptive corrections and the incorporation of intergenerational differences. Building upon a developed logical framework, specific implementation pathways were detailed, hierarchical material incentive measures were systematically planned, and personalised non-material incentive schemes were designed. The practical significance of the research lay in offering important recommendations to human resource managers and decision-makers in enterprises in China and Kyrgyzstan, as well as in Central Asian cross-border cooperative institutions, thereby enabling the optimisation of incentive systems for multigenerational teams in cross-cultural and intergenerational work environments and ultimately enhancing the effectiveness of organisational management