How to blend new and old working professional for meeting organisational goals.

People are the most important asset for any business.

As a market entry expert spearheading numerous launches over the last eight years, I have observed that one of the biggest contributing factors to both success and failure is managing people. Easier said than done, it is a formidable task—one that must be mastered if you want to play big in business.

One school of thought suggests that youngsters play a crucial role in building brands. They bring fresh ideas, energy, and enthusiasm to the team. Yes, they do. In launching and scaling up businesses, I have ensured that the majority of the team consists of young professionals. This is the age when they can be trained and molded to perform. Recently, for a client, I took the initiative to bring in fresh blood, hiring interns to map, evaluate, and acquire business through a specific channel. The work is in progress, and they have done a phenomenal job.

However, inexperience is evident in their work. A great deal of monitoring is required to guide them in the right direction. There are instances when they act impulsively. If you correct them for a mistake, they may get upset. Sometimes, it feels as if they have their resignation letter ready at all times. You raise your voice, and the letter is out. Since there is little at stake for them, they are always ready to move on. Training them and getting quality work done is truly a challenging task.

The second school of thought emphasizes that nothing can replace experience. Experienced professionals know exactly which buttons to press. They are highly skilled in handling major accounts and, during tough times, can steer companies toward safety. As people grow older and personal responsibilities increase, they tend to focus on securing stability. As a result, they often choose to remain where they are, bringing steadiness to organizations.

However, most experienced professionals tend to be slower. Having tested various models over time, they form firm opinions, and after a certain age, changing those opinions becomes almost impossible. For many, age can become a limiting factor, particularly when they stop experimenting with new approaches. Any company that seeks growth but has a majority of employees in the 40–45 age group will often find itself presented with justifiable reasons for why business cannot grow. The old methods that once led to success do not fade away easily, and as a result, the organization suffers. When individuals stop evolving, they struggle to adapt and ultimately find themselves in the mid-career stagnation zone.

So, what is the right approach? The old must make way for the new because that is how the world evolves. With that in mind, the ideal workforce should be a blend of both young and experienced professionals, with a higher ratio of younger talent. Knowledge and experience are both essential—seasoned professionals who remain updated and enthusiastic should pass down their expertise to the younger generation. Planning and strategy should be entrusted to them, as they are the best fit for those roles, while execution and implementation should be handled by the younger workforce.

As Sharp Consulting and Implementing Company gears up for the launch of a brand, it has embraced this formula. With only a few senior professionals at the top (even they are within the 40-year range), the rest of the team is under 30. I must say, I can already see the energy flowing, which is a much-needed prerequisite for running a new company