Most organizations don’t know what to do with Generalists. Which begs the question: How do you use Generalists inside your organization?
Benchmarking is stupid. The only reason I recommend benchmarking, analyzing another company, is to learn what not to do. But most organizations don’t think this way. They analyze and copy what competitors do without a worry about whether their practices will work for them or not; including culture.
What gives you confidence that you have an advantage in any situation? Shane Parrish from Farnamstreet started an interesting thread on Twitter about sources of personal competitive advantage, check them out below.
Do you know who Oscar Pistorius is? He’s a South African sprinter who has no legs; he uses prosthetics to run. These prosthetics are special because they don’t look like a normal foot, instead they look like a blade; which is why Oscar is called the Blade Runner.
Just over a year ago I became CEO of Netek, where we developed emotion recognition technology through cameras and EEG. In just over a year, I’ve learned many things about this exciting technology and how the field of affective computing, emotion recognition technology, is in the beginning stages. We need to get the science right for this industry to become interesting and take off; specifically the theory of emotions that underpins the technology.
One of the reasons people and organizations will never transform themselves is because they’re afraid of making mistakes. Either they never take risks, or they back out on the first sign something doesn’t work if they do make mistakes.