The key point is not the share of overall tech workers, or emerging talent, or capitalists, but finding those who are willing and able to sort through the uncertainties of new technologies and markets to realize their promise.
Since time to market (i.e., time to engagement with the real problems) is the key factor in success in these businesses, introducing delays by spending more time seeking collaborators can be a strategic mistake.
To me, the real problem is that deciders make the converse mistake: of quickly choosing those they know over those they have to learn about. It's less work and less emotionally risky, but it's a trap that leads you to defer issues about how you're trying to build teams until you have conflicts - particularly if people avoid conflict. Starting when you don't really know each other makes it easier to scale past the point where everyone really doesn't know each other.
Since time to market (i.e., time to engagement with the real problems) is the key factor in success in these businesses, introducing delays by spending more time seeking collaborators can be a strategic mistake.
To me, the real problem is that deciders make the converse mistake: of quickly choosing those they know over those they have to learn about. It's less work and less emotionally risky, but it's a trap that leads you to defer issues about how you're trying to build teams until you have conflicts - particularly if people avoid conflict. Starting when you don't really know each other makes it easier to scale past the point where everyone really doesn't know each other.