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In the past few months I've heard a couple of stories about (in effect) the disadvantages of experience when it comes to innovation and productivity. A Story on WBUR on July 5, 2011
discussed how venture capitalists tend to favor young entrepreneurs, as, having never learned the wrong things in business, they don't know what's possible or impossible. In one quote, a VC said:

As a developer or tester, you are a creative, intelligent, and insightful member of your team. Whether you know it or not, you also are a change agent.

Traditional user experience (UX) design methodologies are often seen as too slow and not flexible enough for use in agile software development.

Once you move to large agile development programs with multiple projects and sub-projects, how do you make progress and keep an architecturally coherent product?

Two people working at one computer collaborating on the same deliverable-sounds like double the work and double the costs doesn't it? Not so.

Perhaps the most vital aspect of building great software is finding the 20 percent of features that represent the 80 percent of functionality your customers really need.

As organizations transition to agile, they often notice "people problems" not previously seen in their traditional project structures. Agile team members lose patience with each other.