In companies, young people are smarter. They are in tune with their time, while old timers can’t see the future, thus unable to adapt to change
Mark Zuckerberg was twenty when he founded Facebook, and once famously said, “Young people are just smarter.”
Maybe Zuckerberg was right. Sure, experience is valuable, but I’m willing to accept the idea that experience can also be an impediment. Forbes and Newsweek were filled with old—timers who scoffed at the Internet, didn’t understand it, and didn’t want to understand it. They pined for the good old days. I couldn’t stand them. I was on the side of change. Those people had lots of experience, but their experience kept them from being able to adapt.
Oprah Winfrey said in one of the interview she was giving :
"There’s a wonderful phrase by Maya Angelou, from a poem that she wrote called “To our grandmothers”, that she says:
“I come as one, but I stand as ten thousand.”
So when I walk into a room, particularly before I have something really challenging to do, or I’m going to be in a circumstance where I feel I’m going to be you know, up against some difficulties. I will literally sit, and I will call on the 10,000."
Note : the actual phrase in the poem is : "I go forth along, and stand as ten thousand."
The Brook's law states that when a person is added to a project team, and the project is already late, the project time is longer, rather than shorter. Brooks’ law is recognized as applicable to any complex endeavor involving lots of people interacting together, not just software engineering.
We need to think about failure differently.
I’m not the first to say that failure, when approached properly, can be an opportunity for growth. But the way most people interpret this assertion is that mistakes are a necessary evil. Mistakes aren’t a necessary evil. They aren’t evil at all.
They are an inevitable consequence of doing something new (and, as such, should be seen as valuable; without them, we’d have no originality). And yet, even as I say that embracing failure is an important part of learning, I also acknowledge that acknowledging this truth is not enough.
That’s because failure is painful, and our feelings about this pain tend to screw up our understanding of its worth. To disentangle the good and the bad parts of failure, we have to recognize both the reality of the pain and the benefit of the resulting growth.
If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better.