This is bitter gibberish. Advancement has always been made by standing on the shoulders of giants, and that enables small teams to execute different things in different eras. If you can't see what the changes are today you would have been no better off in another time.
Physics hasn't been the same since Einstein's era. While breakthroughs have happened, the fundamental reframing of the way we comprehend the world that happened with the one-two punch of the theories of relativity and the experimental evidence for the quantum model have patterned the world in which we now live, but understanding that pattern is the new work.
Similarly, I think a good case can be made that the one-two punch of the implementation of the Internet as a fabric and the web as a killer app is now finished work. While the remaining work is real, valid, and valuable, it is of different kind to the creation of the new pattern; consolidation and comprehension of the pattern is the work of the day, and that's not nearly as glamorous, sexy, or profitable (to reputation or pocketbook).
It's fine for there to be eras of great opportunity and eras of not, so long as we respect which we're in.
(Google is great as a case-study for this concept. The circumstances that birthed Google are now actively suppressed in the ecosystem... Mostly by Google. The positive feedback loop of great-search-breeds-great-search-data that birthed Google doesn't leave room for multiple Googles because human attention and time is finite; this is evidenced by Bing being unable to draw users despite huge monetary investment and just as much technical competence. But they can't draw the users because they aren't already better than Google.
As consequence, two guys in their garage can make something but it won't be a Google-scale search engine. Meanwhile, the small, scrappy search engine is now a huge behemoth with 8.5 billion daily searches, and that amount of real human contact implies real human responsibility... if Google goes offline, people will literally die from lack of access to information, so they can't take the kind of risks they used to be able to.
Young systems have different features than old systems. Young ten-person companies have different behavior than old 100,000-person Fortune 500s. Young people have different wants and capabilities than older people. Making the transition is key. Failure to make the transition causes pain not only to the one failing but to the ones interacting with them).