In the mid-20th century, sciences studying humans — psychology, neurology, and many others — started booming. How does the brain work? What is memory? What is consciousness? How do these things interact and develop inside us — and most importantly, how can we make them better? There was a huge explosion of new theories and concepts. One of them, in 1943, was proposed by Raymond Cattell. He was working on differential psychology — personality traits, abilities, motivation — and came up with the idea that we actually have two kinds of intelligence: fluid and crystallized (Theory of Fluid and Crystallized Intelligence).
Fluid intelligence is what helps us solve new, abstract problems, when there’s no ready-made knowledge to fall back on. Crystallized intelligence leans heavily on what we already know and have experienced. We all have both, and we use both all the time — just in different proportions depending on the situation.
They say fluid intelligence peaks around 27 years old, while crystallized peaks somewhere around 50–60, and starts to decline closer to 70. But it’s also strongly linked to mental load. Like in sports: if you keep challenging yourself, you stay in better shape. Even though some experiments showed that memory exercises don’t really boost fluid intelligence, it varies a lot from person to person — and especially among people on the autism spectrum.
They did experiments where people could either solve tasks intuitively, inventing their own methods, or by leaning on learned skills. The common belief was that young people invent more, and experienced people use what they know. But honestly, I think that’s a bit forced. Different personalities matter more: some people will "do it right" since childhood, and others will be reinventing their own bicycles till the end of their days.
This whole topic is resurfacing now because many top tech companies have lost their founders — and the big, seasoned managers have taken over. The problem is, breakthrough innovation needs fluid intelligence, which younger people usually have more of. But in corporate environments, not many experienced adults are thrilled about being told what to do by some young, relatively inexperienced — even if pretty sharp — guy. It’s tolerated when it’s a charismatic founder leading the charge. But when the founder is gone — dead, stepped down, or just drifted off — the leadership falls to the seasoned veterans, and it’s hard to put them under some untested newcomer.
But again — I don’t fully buy this age-based thinking. It’s not just about age. It’s also very much about profession. Managers think differently from product designers. Even product managers think differently. What these companies really need is not just "younger and fresher" blood — but people across different levels of experience, all focused on building great products, not just improving margins. Sure, companies need everyone — not just product designers. But the focus of leadership really defines where the company goes.