When experience meets implementation power

When artificial intelligence enters companies, teams are needed that are fully on board.

In my work with companies, I see time and again that the best results are achieved where younger people are allowed to shape things and older people provide input.

Image AI-generated: Generational teamwork in a futuristic working environment with a robot in the background

Two projects impressively demonstrate what is possible if this succeeds:

At Semorai , a young AI company in the automotive sector, senior engineers work hand in hand with young developers. The experienced engineers bring a deep understanding of processes, while the younger ones bring technological agility and a spirit of experimentation. This combination is convincing not only within the team but also with customers. In one project, the company's AI found eight errors in a test file, even though the customer had only implemented five bugs. While internal AI projects at the client stalled for months, the Semorai team delivered a functioning system in just two weeks. The goal of Semorai's AI is to give experienced engineers back the freedom to focus on actual, creative development work and relieve them of mindless routines.

In the "Digiscouts" project, trainees take on responsibility for internal digitalization projects. As a former training manager, I find this approach very inspiring and forward-looking. Where trainees are taken seriously and, at the same time, work closely with experienced colleagues, solutions emerge that no one else would have considered. This was also the case in a project involving the introduction of a ticket system. The trainees courageously drove the project forward, gathering feedback and testing variants. Initially, there was considerable skepticism. But thanks to the accompanying coaching and support from management, which is mandatory in Digiscouts projects, progress continued constructively despite resistance.

Experienced employees contributed their specific concerns and proven everyday knowledge. The result was a hybrid system that, in addition to a digital ticket system, still allows for targeted personal communication channels, adapted to the reality of the company.

Clear leadership for mixed-age teams

When mixed-age teams are well managed, they not only foster mutual respect but also lead to measurable progress. The introduction of new technologies like AI is then faster, safer, and more sustainable.

Such successes arise when leaders consciously create spaces for exchange, when they recognize who brings what knowledge, and when they actively moderate the dynamic between experience and implementation power.

Especially now, when AI is reshaping many processes, these team constellations are crucial. Those who focus solely on speed risk failure. Those who rely exclusively on tried-and-tested routines quickly fall behind in this highly dynamic development.

Teams can do more when they are allowed to work together

As someone who has accompanied apprentices into the professional world for years and now supports companies in their transformation, I know how much potential there is in cross-generational collaboration.

I also know how quickly this potential is lost when youthful curiosity is not combined with the experience of older people .

Those who want innovation need team structures that simultaneously embrace courage, know-how, and respect. This allows for faster and more intelligent achievement of useful results.

Reflection questions for managers

• Which tasks in your team are still dominated by experience, and where would a fresh perspective be helpful?

• Where do you create structures that allow young employees to take on responsibility without ignoring the experience of older employees?

• When was the last time you consciously coordinated a decision with team members of all age groups, and what difference did that make?