The Future of Generalist Work

The tools that are available to each of us are so powerful, so varied and so complex that even the free ones are ignored or misunderstood. We’re too busy doing work to get much done.

And so we end up with the convenient and sexy tools (like the smartphone you might be reading this on) and fail to do the few hours or days of training we might need to... See more

PW 4: Productivity and tools

We live in a knowledge economy. What you know—and your ability to bring it to bear in any given circumstance—is what creates economic value for you. This was primarily driven by the advent of personal computers and the internet, starting in the 1970s and accelerating through today.

But what happens when that very skill—knowing and utilizing the... See more

Dan Shipper • The Knowledge Economy Is Over. Welcome to the Allocation Economy

Dan Shipper on the transition from the Knowledge Economy to the Allocation Economy

Build a cross-company network of change agents.

You need to start by building out a layer of high-performers within your own team. Before you go broad, adapt and iterate on the culture you want to build among that group. Then, just as they are ready to move up in their career ladders, facilitate cross-functional moves into key roles for them. This... See more

Superhuman

Generalists, with their diverse skills, adaptability, and ethical awareness, are at the vanguard of this new epoch. They aren’t just visionaries but also implementers, merging AI-generated efficiency with human creativity and ethical discernment.

Adhithya • The rise of generalists in the AI era

Collapse the talent stack every chance you get .

As I reflect on the teams I’ve led and hundreds of start-ups I’ve worked with, there is a consistent unfair competitive advantage i’ve witnessed when the talent stack was collapsed - when the lead designer was also the product leader, when the front-end engineer was also a designer, when the designer... See more

scott belsky • Tweet

Hiring generalists collapses the talent stack, thereby improving decision making and synthesis of information, and giving companies to act quickly when time and resources are limited.

Different backgrounds, different views, different experiences. The best teams are diverse. These are the ingredients that spark innovation.

Daniel Rizea • Top 5 Learnings After Mentoring 100 Startups

Diversity of backgrounds can also mean diversity of generalist vs. specialist skillsets. Generalists become multi-functional, bringing domain expertise from corners that you might least expect it.

As I discovered, talent and drive aren’t enough. If anything, talent can make finding ideas feel more daunting because it increases the number of available opportunities.

Ruchi Sanghvi • To Go 0 to 1, First Go -1 to 0

How to clarify a concept you can’t articulate:

1. Change mediums. Draw it. Photograph it. Sing it.

2. Change levels. Explain what is one level up (bigger picture) or one level down (finer details).

3. Change fields. What would this concept look like in different fields?

James Clear • 3-2-1: On hard conversations, how to ruin a good strategy, and asking for what you want

How great generalists think

Each drop is creative and rebellious, winking to the world that capitalism is a necessary joke. They do all of this with a team of 34 people, most of whom are generalists with no background in making physical goods.

Evan Armstrong • The Art of Scaling Taste

The magic that MSCHF makes with generalists is the stuff of legend