Not long ago, a friend said to me, "If I become an expert in [a logistics software program], I’ll be too valuable in that area and won’t get promoted. The company will need me to run the software." He went on, "If the company changes software, then they won’t need me and will hire someone else who is an expert." After some more discussion, he pondered, "If I’m a generalist, I’ll keep my job and if I work hard, I’ll make it to upper management."
So thus begins the classic generalist versus expert argument. What would you rather be and who is more valued? What is the path to management? Companies want experts on the lower level and generalists to manage them, right?
I don’t think so.
1.) Because functional expertise isn’t the same as software expertise. Mindlessly clicking on logistics software buttons to complete your job isn’t functional expertise. My friend must learn the ins and outs of the logistics profession, not just the software. By doing so, when the company changes software, he won’t be clueless. His functional expertise will allow him to transfer his knowledge and just use another software package.
2.) Supply and demand drive your salary. In the spirit of economist Adam Smith, I would say experts are in low supply, but in high demand. True experts take weeks or even months to find and hire. Not to mention, your company better have the clout (read: money, location, work-life balance) in order to obtain this person. Why do petroleum engineers earn above $100,000 per year? The supply of this type of person is very low since less than 20 schools in the country offer a petroleum engineering degree. However, the oil business is one of the most important industries for the modern economy; thus, petroleum engineering demand is high. If you need a generalist, you can find one tomorrow. By the way, when have you ever seen a job description mention, "We are looking for a top-notch generalist"?
3.) You will be remembered by your management. Since companies identify themselves as having functional expertise, the successful people in those companies must have functional expertise as well. Proctor & Gamble has the best marketers in the world. Dell Computer has the best supply chain. General Electric has the best finance people and Apple produces the most innovative products. The list goes on. If companies are known worldwide for their functional expertise, your top brass will remember you for your expertise. "Jack is the best polymer chemist in my division. I can’t answer your question, but I know he can."
4.) Job security. When have you and your colleagues at work had a conversation similar to "What will we do without Brenda? She knew everything about the XYZ product market. I don’t know how we will continue to make market-based decisions without her." Chances are if Brenda was the market expert and is no longer with the company, she was not fired, but rather left on her own accord for a better job, promotion, etc.
5.) Being an expert is the path to management. Being remembered is great, but what where will it get you? Think of it like this. Average managers are a dime a dozen. Do you think the Vice President of Engineering of a large company will have been a generalist all of her life? From the high-level managers I’ve met, they have developed expertise in their functional area earlier in their career. In this example, the VP of Engineering became an expert, got promoted a few times, and now knows what it takes to become a functional expert and will more readily hire and develop experts in her division.
