The addition/removal of hoomans should be considered from a "story" perspective. The team produces a story that strives to be compelling but also coherent.
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Other companies still need to grow as well, but the growth expectations are smaller. The story doesn't have to have 100 twists that logically resolve and win as a horror/drama/comedy/romance hybrid.
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This can be visualized like the train "Snowpiercer". The "world" has to move. If it stops it dies.
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Each company has a bunch of people betting on it to reach certain milestones at certain times. If the expectations are met, the story feels coherent (ppl inside the company are happy), otherwise the entire system is "whipped" to urge it to go faster.
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The whipping urges the company to strive for a more powerful story which in turn requires each sub-system to cascade forwards its individual stories. This naturally incentivizes critical functions to minimize to a bare minimum. this is going "lean" for max acceleration.
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younger people tend to be more compelling b/c they naturally have this desire to climb as high as they can. the danger for them is joining a cult, a high tower that is not built properly and collapses. (think of a cult as psychic architecture) (cult in the negative sense)
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there is lack of "coherency" in the story. The plans to build the tower of babel were "Just stack new bricks on the bottom bricks."
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However without this forward momentum there is no forward growth. A crack team of old serious academic scientists with no Richard Feynman come to mind. Like that dream team team that lost to the Wright Brothers in developing flight.https://www.youtube.com/watch?t=78&v=uBhFDRlh9PI&feature=youtu.be&ab_channel=MotivationReady …
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If the story pressure is small, one might say this isn't a problem. Top speed isn't important. However...the lack of this forward energy means that there's no "acceleration". Also, since there's no forward energy to reign back, there's no "deceleration" either.
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What "agile" means then is the ability to accelerate and decelerate in sync with turns so that the company moves through the landscape with efficiency and gracefulness. Even the most skillful strategy will fail if you're stuck at one speed.
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So... based on these scientific findings. A company should be run like a japanese anime. The hot-heated youth should be increasingly challenged by godlike senior figures. The youth push forward while the senpai pull backwards.
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The system can be felt as having "tensegrity". It's under tension, but also has potential energy that can be used to accelerate or decelerate. It is "balanced" because of this constant tension unlike pseudo-balance which is "dead" and static.
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so... pretend your team is like an anime and move the plot forward making sure it's inline with the theme and expectations of your company. as a manager you should also be expected to be able to kill characters off if necessary
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also...your IFS family can be a company so go manage yourself. Be CEO of ur life. fire people, hire people, do mergers and acquisitions, etc.. etc... lol why did I even use the company analogy. I'm a cat. I don't work.
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End of conversation
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