I value input from new coworkers precisely because I often lose focus on things that I care about, often to be replaced by a nebulous feeling of discomfort. There's something to be said for maintaining a certain low rate of turnover in an organization to keep ideas and ethics on the menu.
I used to place a high value on how long people had been on the team, but the two extremely stable places I subsequently worked at were a shitshow, because there just weren't enough outsiders to argue them out of their circular reasoning.
At the boardroom level, the situation we warn about is "surrounding yourself with yes-men". I don't think Page & Brin remember where they came from. And they probably forgot long before they started trying to convert a 767 to be their corporate jet, which was already more than 10 years ago.
I used to place a high value on how long people had been on the team, but the two extremely stable places I subsequently worked at were a shitshow, because there just weren't enough outsiders to argue them out of their circular reasoning.
At the boardroom level, the situation we warn about is "surrounding yourself with yes-men". I don't think Page & Brin remember where they came from. And they probably forgot long before they started trying to convert a 767 to be their corporate jet, which was already more than 10 years ago.
( https://www.theregister.co.uk/2006/07/07/google_bed_plane/ )