Ageing Wisdom

Companies have, since time immemorial, had pyramid structures, with the white-haired lot perched on top. It has always been assumed that vision, advice and wisdom would flow from top to bottom, like the sensuous movements of the Ganges going down the Himalayas, providing succour to the masses. Direction has generally come from the top management basis their own learnings and leanings. Is this relevant or true in today's age and time and is it really tenable, i.e. can a set of individuals profess to know enough to take the right decisions, read the competitive compass correctly and set sail in the right direction? Is all relevant knowledge experience based? Is it not true that our own experiences can sometimes create mindsets, and we may not even realise the hindrance that they cause, till such time as our life is subjected to enough turmoil.
Over the last nineteen years as a corporate citizen, i too have moved up the pyramid, negotiating the vicissitudes as they came, hopefully without trampling too many aspirations. One of my key learning has been that i am not complete and perhaps will never be. It is sometimes scary, to realise that one does not have all the answers, all the time.
As i happened to work more and more with young team members, belonging to the technology driven generations, and accosted their innocent arrogance, i realised that "the guys below" are not always looking for direction from the top. In fact, they prefer to work in an ecosystem that lets them be themselves, a system which facilitates and allows development of their own decision making. Like a child which has no concept of fear, they are bold, and adventurous, and that brings its own unique learning and confidence, to the organisation table. The old school of thought wherein the students had to be "taught" had to give way to a new management style, a style which simply provides a conducive environment and the necessary tools. All that was required from the seniors was a bit of tempering to ensure alignment with the organisation objectives.
While certain other situations may merit a greater reliance on the wizened, wiser men in suits, there was no denying the rise of youthful brilliance and with it perforce the positive disturbances in management style. The top down approach will remain for some very good reasons; however, the reverse knowledge effect if channelized can catapult organisations on a faster growth trajectory. Is this what they mean when they say, the child is the father of man?
Also, it's quite evident that the average age of heads of organisation is lowering with time. The corollary to this is that forty plus people like me may soon be rendered irrelevant. It remains to be seen whether we have the foresight to see the storm coming and prepare to surf the choppy waters that lie in waiting. While success may follow failures, its good to remember that the vice versa is equally true. Get, set, go!