Our greatest strength is the exact opposite of narrow specialization. It is the ability to integrate broadly.

The more constrained and repetitive a challenge, the more likely it will be automated, while great rewards will accrue to those who can take conceptual knowledge from one problem or domain and apply it in an entirely new one.

Instead, she told me, in a clever inversion of a hallowed axiom, “First act and then think.” Ibarra marshaled social psychology to argue persuasively that we are each made up of numerous possibilities. As she put it, “We discover the possibilities by doing, by trying new activities, building new networks, finding new role models.” We learn who we

Arrowsmith,

Each dark horse had a novel journey, but a common strategy. “Short-term planning,” Ogas told me. “They all practice it, not long-term planning.” Even people who look like consummate long-term visionaries from afar usually looked like short-term planners up close. When Nike cofounder Phil Knight was asked in 2016 about his long-term vision and how

The powerful lesson is that anything in the world can be conquered in the same way. It relies on one very important, and very unspoken, assumption: that chess and golf are representative examples of all the activities that matter to you.

“Sometimes you just slap your head and go, ‘Well why didn’t I think of that?’ If it was easily solved by people within the industry, it would have been solved by people within the industry,” Pegau said. “I think it happens more often than we’d love to admit, because we tend to view things with all the information we’ve gathered in our industry, and

So when Geveden became CEO, he wrote a short memo on his expectations for teamwork. “I told them I expect disagreement with my decisions at the time we’re trying to make decisions, and that’s a sign of organizational health,” he told me. “After the decisions are made, we want compliance and support, but we have permission to fight a little bit

circular management.”