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" ... Growing up, we are often taught to choose one job. However, a specialization in one field is not the only way forward. In fact, research shows that being a generalist with one or two specialist skills is a highly attractive quality to innovative organizations. ... "
" ... In the run-up to 2009 this led to several generalist firms raising specialized cleantech/greentech funds, which allowed them to hire some new investors onto the team with prior sectoral experience, and that helped. But we also saw a lot of generalist firms jumping into deals quickly without much expertise and writing big checks out of their numbered (ie: non-sector-specific) fund. And even the generalist firms that raised new greentech side funds with knowledgeable teams still had their generalist investment committee making the decisions. I remember one CEO of a solar startup who explained how he had gotten a big term sheet from a big-named generalist firm. “It took about two weeks,” he explained. “I think their diligence mostly consisted of finding out that Nth Power [a clean energy specialist VC] had put in a term sheet, so they just jumped in with a much bigger number.” ... "
" ... Rather than take time to educate every worker as a generalist, the second stage of manufacturing turned every worker into a specialist. It took high-skill tasks and broke them down into lower-skill specializations that didn't require broad training. That managed costs and spread risks over a more comprehensive set of participants. Even automation, in the forms of robots or other devices, emphasized repetition and predictability. ... "
" ... Unlike many engineering initiatives, AI has so many unknowns. When you do well, the insights you uncover lead to more questions than you had when you started. This can spiral to a never-ending cycle of exploration and stretch the limits of a generalist’s capabilities. This is not to mention the incredibly complex infrastructure and tooling needed to support solutions in production. This is exactly why many organisations make the mistake of setting an AI strategy too early, hiring teams and building out technology ecosystems, only to realise that they need to pivot. ... "
" ... “My philosophy is to be a generalist until you find signs of a real passion, and then go all-in on that,” Dockery says, adding that a successful career is not often the product of a plan created as an adolescent. ... "