Writing a sophisticated computer program often requires a lot of detailed
knowledge. If we do this in Java, we need to know the syntax of the
language, the wide range of libraries available to assist us in the work,
the various tools required to verify and build our programs. If we do this
in Python instead, we are faced with a different syntax, libraries that are named
and work differently, a whole other ecosystem to build and run our work.
Faced with these details, a natural response is to recruit people who
are knowledgeable about a specific ecosystem. Thus we see job descriptions that say “at
least three years of Java”, or even deeper requirements for subsets of that
community, with experience in specific tools. What use is a skilled
Python programmer to such a team?
We’ve always felt that such desires are wrong-headed. The characteristics
that we’ve observed separating effective software developers from the chaff
aren’t things that depend on the specifics of tooling. We rather appreciate
such things as: the knowledge of core concepts and patterns of programming, a
knack for decomposing complex work-items into small, testable pieces, and the
ability to collaborate with both other programmers and those who will
benefit from the software.
Throw such a Python programmer into a Java team, and we’d expect them to
prosper. Sure they would ask a lot of questions about the new language and
libraries, we’d hear a lot of “how do you do this here?” But such questions
are quickly answered, and the impediments of Java-ignorance soon wither
away.
An experienced Pythonista who understands
the core patterns and practices of software development can be a productive
member of a team building software in Java. Knowing how to handle
snakes can be surprisingly handy.
This echoes a long debate about the relative value of specialists and
generalists. Specialists are seen as people with a deep skill in a specific
subject, while generalists have broad but shallow skills. A dissatisfaction
with that dichotomy led to the idea of “T-shaped people”: folks that combine
deep knowledge in one topic, with a broad but shallow knowledge of many
other topics. We’ve seen many such people quickly grow other deep legs,
which doesn’t do much for the “T-shape” name (as we’ll discuss below), but otherwise leads to
success. Often experience of a different environment leads to trying things
that seem innovative in a new home. Folks that only work in a single
technological neighborhood are at the constant risk of locking themselves
into a knowledge silo, unaware of many tools that could help them in their
work.
This ability goes beyond just developer skills. We’ve seen our best
business analysts gain deep skills in a couple of domains, but use their
generalist skills to rapidly understand and contribute in new domains.
Developers and User Experience folks often step outside “their lanes” to
contribute widely in getting work done. We’ve seen this capability be an
essential quality in our best colleagues, to the degree that its importance
is something we’ve taken for granted.
But increasingly we see the software industry push for
increasing, narrower specialization.
So over the last year or so we have started to resist this industry-wide
push for narrow skills, by calling out this quality, which we call an
Expert Generalist. Why did we use the word “expert”?
There are two sides to real expertise. The first is the familiar depth: a detailed command
of one domain’s inner workings. The second, crucial in our fast-moving field
is the ability to learn quickly, spot the
fundamentals that run beneath shifting tools and trends, and apply them wherever we land.
As an example from software teams, developers who roam across languages, architectures, and problem spaces may seem like
“jack-of-all-trades, master-of-none,” yet repeated dives below surface differences help them
develop durable, principle-level mastery. Over time these generalists can dissect unfamiliar
challenges, spot first-principles patterns, and make confident design decisions with the
assurance of a specialist – and faster. Being such a generalist is itself a
sophisticated expertise.
We’ve long noticed that not just anyone succeeds as an Expert Generalist,
but once we understand the traits that are key for such Expert Generalists,
organizations can shape learning programs, hiring filters, and career paths
that deliberately develop them. Indeed our hiring and career progression at
Thoughtworks has been cultivating this skill for over two decades, but doing
so informally. We think the industry needs to change gears, and treat Expert
Generalist as a first-class skill in its own right: something we name,
assess, and train for. (But beware, we find many Expert Generalists,
including at least one author of this article, cringe at the word “expert”.)
The Characteristics of an Expert Generalist
When we’ve observed Expert Generalists, there are certain attributes
that stand out.
Curiosity
Expert Generalists display a lot of curiosity. When confronted with a new
technology or domain, their default reaction is to want to discover more about it, to see
how it can be used effectively. They are quite happy to spend time just exploring the new
topic area, building up some familiarity before using it in action. For most, learning new
topics is a pleasure in itself, whether or not it’s immediately
applicable to their work.
This characteristic is noticeable when Expert Generalists get an answer
to a question. Rather than just typing in some code from Stack Overflow,
an Expert Generalist’s curiosity usually motivates them to ensure they
understand the answer, taking the opportunity to expand their knowledge,
and check that the answer they got is appropriate. It’s also present when
asking a question. There is an art to asking questions that elicit deeper
answers without leading the witness.
Collaborativeness
Learning about a new topic area may require reading, watching videos, and prototyping. But
we see the greatest aid here is another vital characteristic: collaborativeness.
A wise Expert Generalist knows that they can never really learn about most of the things
they run into. Their T-shape will grow several legs, but never enough to span all the
things they need to know, let alone want to know. Working with people who do have those
deeper skills is essential to being effective in new domains.
Working with an otherly-skilled worker allows the generalist to
contribute while the skilled collaborator spots more effective paths that
only a specialist would know. The generalist appreciates these
corrections, learning from them. Learning involves both knowing more about
the new domain, but also learning to differentiate between areas where the
generalist can do primary contributions and areas where the generalist
needs help from the specialist. We notice Expert Generalists are never
afraid to ask for help, they know there is much they are ignorant of, and
are eager to involve those who can navigate through those areas.
An effective combination of collaborative curiosity requires
humility. Often when encountering new domains we see things that don’t
seem to make sense. Effective generalists react to that by first
understanding why this odd behavior is the way it is, because there’s
usually a reason, indeed a good reason considering its context. Sometimes,
that reason is no longer valid, or was missing an important consideration
in the first place. In that situation a newcomer can add considerable
value by questioning the orthodoxy. But at other times the reason was, and
is still valid – at least to some extent. Humility encourages the Expert
Generalist to not leap into challenging things until they are sure they
understand the full context.
This humility extends to recognizing the different trade-offs we see
across architectures. An architecture designed to support large volumes
of simple transactions will differ from one designed to handle a few
complex interactions. Expert Generalists are comfortable in a world where different
trade-offs make sense in different circumstances, usually because their
travels have exposed them to these differences.
Customer Focus
This curiosity and eagerness to collaborate with people with different skills does raise a
danger. Someone driven by curiosity can chase every shiny object. This is where the
characteristic of customer-focus comes into play. We are often impressed with
how an Expert Generalist takes each unfamiliar technology and questions how it helps the
customer. We are fans of Kathy Sierra’s notion that our purpose as software developers is to help our
customers become “badass” at what they do.
Customer-focus is the necessary lens to focus curiosity. Expert
generalists prioritize their attention on the things that will help them
help their users to excel. This encourages learning about what their
customers do, and how they can improve their work. It focuses attention on
technologies that contribute to building those things. Customer-focus
energizes collaboration, encouraging the exchange of information between
customer and technologist, and allowing the Expert Generalist to
coordinate other technologists towards enabling the customers’
excellence.
Favor Fundamental Knowledge
Software development is a vast field, where nobody can know everything, or even a
reasonable fraction of everything, so we all need to prioritize what topics we learn. Expert
Generalists favor fundamental
knowledge, that doesn’t become outdated with changes when platforms update. These are
often expressed as patterns or principles. Such knowledge tends to age slowly, and is
applicable when folks move into new environments. For example the basic moves of refactoring
are the same whatever language you are programming, the core patterns of distributed systems
reappear regularly (and it’s no coincidence that’s why we wrote books on those topics – we
like book sales that last for many years).
Blend of Generalist and Specialist Skills
Thus generalists often have deep knowledge of fundamentals, and we usually see them have
deep knowledge of a few other topics too. They combine a broad general skill with several
areas of deeper knowledge, usually acquired as it’s necessary for products they’ve worked
on, coupled with the curiosity to dig into things that puzzle most people. These deeper
areas may not be relevant to every engagement they work on, but is a signal for their acumen
and curiosity. We’ve learned to be suspicious of people who present as a generalist yet
don’t have a few deep specialties.
We mentioned before that a common name for this skills profile is that
of the “T-shaped” person, implying a blend of specialist and generalist
skills. While the T-shape moniker did catch on, it comes with a
major problem in the metaphor, we don’t find such folks have only a
single deeper skill. They usually have a few, of varying depth. We’re not
the only people to identify this problem, and there have been several
other names proposed to describe this skill-set, although the alternatives
all have their own problems.
The vertical stroke of a skill set represents broader, long-lasting
domains, not specific tools or frameworks. An expert generalist therefore pursues depth
in distributed-data systems—partitioning and replication strategies, fault-tolerance
mechanisms, consistency models, and consensus algorithms—instead of mastering only
Databricks notebooks. In the cloud, they focus on cloud-native architecture: auto-scaling
heuristics, multi-region fail-over etc rather than
focusing on AWS-specific configuration syntax. On the front end, they study browser-based
UI architecture—rendering pipelines, state-reconciliation patterns, and accessibility
primitives—instead of the latest React APIs.
Sympathy for Related Domains
Expert generalists often find themselves in unfamiliar territory—be
it a new software stack, a new domain, or a new role. Rather than chasing
exhaustive detail from day one, they cultivate a rough, perceptive sense of
what works in the new environment. That helps them make choices that
go with the grain—even when it differs from their previous experience.
Jackie Stewart, a triple Formula 1 world champion (1969-93),
described how, while he wasn’t an engineer of the cars he drove, he
still needed a sense of how they
worked, how they responded to what the driver was trying to do, a
sense he called mechanical sympathy.
Martin Thompson brought this
concept into software, by talking about how a similar knowledge
of how computer hardware works is vital to writing high-performance
software.
We think that the notion of mechanical sympathy has a broader
sense in software, in that we do need to cultivate such a
sympathy for any adjacent domain to the ones we are working on. When
working on a database design, we need such a sympathy for the
user-interface so we can construct a design that will work smoothly with
the user-experience. A user-experience designer needs such a sympathy
with software constraints so when choosing between similarly valuable
user flows, they take into account how hard it is to build them.
This also shows itself with new teams. When joining a new team, expert
generalists tend to listen to the established ways that a team works,
introducing different approaches thoughtfully. Even when coming in as
leaders, they don’t default to tearing up existing workflows in favor of
those more familiar to them. Their curiosity extends to understanding why
different people work in different ways, trying out unfamiliar working
styles, then incorporating their experience to develop practices to
improve from the current state.
Assessing Expert Generalists
We have two crucial checkpoints for spotting —and then nurturing
—expert generalists: the hiring interview and ongoing career
progression.
Hiring
Traditional interview loops still revolve around product
trivia—“Explain Spark’s shuffle stages,” “How does Databricks Delta
time-travel work?” A candidate who has never touched those tools can
still be exactly the kind of person we need: someone who quickly
grasps unfamiliar concepts, breaks complex systems into manageable
parts, and collaborates across functions. Focusing on a single stack
or cloud provider risks filtering out such talent.
To surface that potential, widen the conversation beyond tool
recall. Ask candidates to talk through past experiences:
- How did they approach a particularly challenging situation?
- When have they ventured into an unfamiliar domain, and how did
they get up to speed? - How do they collaborate with people inside and outside their own organisation or
discipline?
These stories reveal learning velocity, systems thinking,
and people skills—the raw material of an expert generalist.
Example · Process-control engineer We once met an engineer
whose entire résumé was industrial PLC work—no general-purpose
language, no web, no cloud. Yet his record of diagnosing
control-system failures and the questions he asked during the
interview showed exceptional learning agility. Hired for those
qualities, he grew into a respected technical leader and later a
product owner. Rejecting him for not knowing “our” tools would have
been a costly miss.
Career progression
Inside the organisation, narrow verticals can freeze growth: UI
developers, QAs, data engineers, or cloud experts seldom step
outside their lanes. The growth paths map one-to-one with vertical
silos: UI Engineer → Senior UI Engineer → UI Architect, or Data
Engineer → Senior Data Engineer → Principal Databricks Guru. The
unintended message is, “wander outside your lane and your progress
stalls.
We have found that encouraging people to experiment—letting them
make mistakes and learn in adjacent disciplines—yields remarkable
benefits. A business analyst writing code out of curiosity, a
front-end engineer dabbling in DevOps, a data engineer trying
product analysis: each cross-pollination broadens both the
individual and the team.
Example · Medical-domain analyst A non-technical professional
from healthcare joined us as a business analyst. His passion for
tech pulled him into code reviews and pairing sessions. Over time he
became an outstanding tech lead and a broader strategic thinker than
many traditional “pure” engineers.
Both stories underscore the same lesson: if we base assessment and
advancement solely on a checklist of tools, we forfeit the chance to
work with brilliant, adaptable people—and we hamper the organisation’s
ability to innovate.
Growing Expert Generalists
From Tools to Fundamentals
IT trends get triggered by pivotal inventions that enable new business
opportunities. Product providers and tool vendors quickly build products,
and the industry focus often shifts to expertise in tools and frameworks
rather than the underlying technical trends. For example, in the 1990s,
when graphical-user-interface two-tier architectures were popular, the
essential skill was mastering Object-Oriented Programming — its iterative,
collaborative design — yet most attention centred on tools like Rational
Rose, the C++ programming language, and frameworks such as Microsoft
Foundation Classes. When the Web arrived, understanding Web architecture
and global-scale caching was crucial, but early hype gravitated toward
technologies like J2EE. In today’s cloud era, with complex microservice
based architectures, big-data technologies, and expansive DevOps
toolchains, the foundational discipline of distributed systems is often
overlooked while certifications in specific tools dominate.
One of the biggest problems with excessive focus on tools and framework
expertise is when it is cemented into organizational structures. Teams and
organisations get structured around tool expertise, with hardened
boundaries making it difficult for people from one team to acquire skills
from others. Beyond language preferences like Python or Java, you can see
this crystallise in the three most
common software verticals—Application Development, Data Engineering,
and DevOps. Are labels like “Application Development,” “DevOps,” and “Data Engineer” just harmless
shorthand for the work we do? Not really. Once these words harden into career lanes, they
solidify the very silos that the Agile and DevOps culture was meant to dismantle. The
labels become an organisational anti-pattern—turning flow into a series of hand-offs when
it should be a cross-functional sprint. All three share the same
distributed-systems foundations, and anyone who masters those fundamentals
can navigate all three without getting lost in each vertical’s
ever-growing toolset. An expert generalist recognizes this and makes the
deliberate effort to master those fundamentals.
Why does our attention keep drifting toward tool expertise? It isn’t
because people are shortsighted or lazy; it’s because the fundamentals are
hard to see amid the noise. Key ideas hide under stacks of product docs,
YouTube tutorials, vendor blogs, and conference talks. At one end of the
spectrum lie dense academic papers and university courses; at the other, vendor certifications tied to a single product. Connecting
these dots — cutting through the surface to reach the essentials — takes
deliberate effort. One proven aid is the language of patterns: reusable
problem-solution pairs that capture the core principle without the brand
labels. That’s why we belive in investing in exploring, distilling, and
sharing such patterns — so the industry conversation can shift from “Which
tool should I learn next?” to “Which underlying principles and patterns
must I master?”
In our experience, the good grasp of this common language of patterns
and principles also strengthens the product-service partnership. Today
the relationship is often one-way: product teams ship features, service
teams consume APIs. Product teams decide how to certify an engineer as an
expert in a product and service teams aim to do those certifications.
Cloud providers and tool vendors often demand a certain number of
“certified professionals” before they will recognise a service provider as
a competent partner. Yet our experience shows little correlation between
certifications and
competence. The focus on fundamentals pays off when competence is
most needed: an engineer versed in Raft can untangle a Kubernetes
control-plane stall that might puzzle several certified admins, and a
Delta Lake write anomaly can be resolved from first-principles reasoning
about optimistic-concurrency control instead of searching vendor docs.
Once developers across roles share the lingua franca of a system’s
internals, the partnership becomes bidirectional — both sides can
diagnose, propose, and refine solutions together. Better yet, the
engineers who have a good grasp of the fundamentals are able to partner
well with multiple product and platform teams, without needing to have
product specific training for each product
An Example Workshop: Breaking silos and building partnerships
We’ve seen that we can grow the Expert Generalist skill through mentoring
and exposure to varied ecosystems, but one of the consequences of
recognizing Expert Generalist as a first-class skill is that we should
provide training in a similar way that we do with specialist skills. Such
training currently barely exists in our profession. We’ve begun to fill that
gap with workshops that are deliberately focused on developing the Expert
Generalist competence, and we think there should be more training along
these lines.
To help stimulate thinking about this, here’s the details of such a workshop,
aimed at developers to connect Application Development, Data Engineering,
and DevOps. The workshop views this work through a distributed systems
lens, shifting attention to shared building blocks and establishing a
common language across teams. Although this example is developer-centric,
we think the same principle can be adapted just as effectively to any role that
benefits from cross-disciplinary insight.
As we saw earlier, each discipline—Application Development, Data Engineering, and DevOps—faces the same
distributed-systems realities, yet we still lack a shared language. The key challenges of
these systems are the same. They must replicate state,
tolerate partial failures, and still offer consistency guarantees to end users.
A catalogue of patterns around the implementation of
partitioning, replication, consistency, and consensus—that lets every
team talk about the fundamentals without tool-specific jargon is a good start.
One workshop will not turn people into expert generalists, but it does give them a head-start and a clear
window into the challenges their peers tackle every day. That visibility lowers the barrier
to cross-discipline tasks and deepens everyone’s understanding of the products and platforms
they use.
The workshop structure – Building the miniature
One of the challenges in teaching the abstract patterns is that the developers need to do some mental mapping
to connect the pattern to the product in use. This is why we chose an approach to structure
the workshops around specific products, but then focus on the patterns that are most relevant
and using the product as a window into the broader concepts.
The way we structured the workshops to teach distributed-system patterns, is by coding
pocket versions of Kafka, Kubernetes, and Delta Lake. The idea is to pick a flagship product
from each broad area of specialty, and build it step by step. Implementing a flagship system
in just a few hundred lines flips your perspective from ‘a user’ of a product
to ‘a builder’. An important mindset shift. To keep the
exercise grounded in reality, write it in the product’s own language, mirror its file and
method names, and rely on real infrastructure — ZooKeeper or etcd, an on-disk log, live
sockets. The result stays close enough to the original to highlight the pivotal design
choices while still giving you a safe canvas for experimentation. This approach is powerful,
because each target is often open source, the moment the miniature works, you can open the
full codebase on GitHub, recognise the directory structure, and feel confident submitting a
patch. The miniature is not a toy; it is a gateway.
We have three workshops, one for each of the three systems.
Build Your Own Kafka — a miniature written in Java.
We use ZooKeeper for membership and store every message in a single append-only log. Even
on one node you meet the classic fsync dilemma: flush every write for safety or batch for
speed.
Add a second process and you’re suddenly faced with many decisions. You need partition
leader election, quorum acknowledgements, an in-sync replica list, and a high-water-mark
so consumers never read uncommitted data. (A cluster-wide controller comes later, once
multiple partitions appear.) Each mechanism maps to a production feature in Kafka. After
walking this code you recognise why a broker stalls when a replica slows and know exactly
which metric to graph next time it happens.
The takeaway pattern is simple: an append-only log guarded by quorum replication—a design
you will encounter throughout modern distributed systems.
Kubernetes from the Inside Out.
Start by writing a controller that watches a JSON document in etcd, then calls reconcile()
until the local Docker daemon reflects that desired state. Very quickly you have to choose
how to list running containers, queue events, and keep spec and status distinct—exactly
the concerns that dominate the Kubernetes code base.
Add real failure cases and things get tricky. What should the controller do when a
container exits? How does a Postgres container keep its data? Each decision forces you to
reason about restart policies and persistent-volume claims. After that exercise, the dense
Go structs in kube-controller-manager feel like natural continuations of a model you
already understand. The core learning: the power of a declarative desired state converged
by
reconcile loops – the common pattern of orchestration in modern distributed systems
ACID on Object Storage – A miniature Delta Lake.
Create a directory of Parquet files and pair it with a text log; each data change appends
a JSON file naming the new data file. Move this setup into a miniature object store and
every append becomes its own key-value write, with the Parquet file as the value. To
handle concurrent writers, wrap the append in an optimistic lock that retries if the log
tail changes. After a dozen commits start-up drags, so you add a checkpoint file and learn
first-hand why Delta Lake emits one every N transactions. From there, time-travel queries
drop out naturally from the log-plus-checkpoint design. The key takeaway, achieving ACID
guarantees on eventually consistent storage through an immutable transaction log,
optimistic concurrency, and periodic checkpointing – a pattern vital for modern data
lakehouses.
Each miniature leaves you with a concrete pattern — append-only log, reconcile loop,
optimistic commit—that travels well beyond the original context. When the next new tool
arrives, you’ll recognise the pattern first and the product name second, which is precisely
the habit that turns professionals into Expert Generalists.
Expert Generalists still need Specialists
While we’ve spent this article praising the Expert Generalist, we
simultaneously do not deny the value of specialist knowledge. Even the most
skilled Expert Generalist may have to spend valuable time figuring out the
details of how to do something with a new platform. Their knowledge of
common patterns helps them know what to look for, their skill
helps them research faster, but it’s still longer than what a specialist
already knows. Furthermore an Expert Generalist may miss a vital technique
that’s particular to a domain, essentially because the Expert Generalist
doesn’t know what they don’t know – a trap a specialist is far less likely
to fall into. In our experience, a team of Expert Generalists without
specialist knowledge of the core technology of their work will still get the
job done, but will be significantly slower than a team with specialist
skills on board.
The point here is that to be the most efficient, the team needs some
specialist skill. There needs to be at least one deep specialist on a team
for any core technology that the team is working with. But we’ve found that,
providing the team is collaborating effectively, we don’t need very many. Often
one or maybe two people is quite enough.
With someone with specialist knowledge present, a less knowledgeable
Expert Generalist can quickly ask a question when they are faced with a task
that needs the depth. Similarly the specialist should review the work of
less knowledgeable colleagues, so they can spot when folks are taking the
wrong path and show them the better way.
We think it is important to have such a specialist available full-time on
the team. Much of their value comes from being responsive to questions and
issues as they come up. In this situation, the important cost to monitor is
the Cost of Delay – the speed of resolving
questions is much more important that the utilization of the specialists. So
it’s worth having a full-time specialist even if it means they aren’t fully
occupied.
All of this does need everyone involved to have right kind of
collaborative attitudes. The specialist needs to be someone who is keen to
share their knowledge with everyone else on the team, and is approachable
with dumb questions. The Expert Generalists need be comfortable
demonstrating their ignorance, and actually enjoy being told they are doing
something wrong in an unfamiliar environment. All in all there needs to be
plenty of psychological safety around.
And, of course, the people with specialist skills can often be Expert
Generalists themselves, with the specialty being legs in their T.
The flip-side of this is the danger of teams that consist only of
specialists. Things outside their specialty can easily be missed. For
example a data engineering team that’s full of specialist data engineers can
miss anything that isn’t specific to data engineering, such as quality
strategy, release management, and value articulation.
Expert Generalists in the Age of LLMs
Large Language Models and tools based on LLMs are growing in prominence.
We’ve observed that Expert Generalist capabilities are considerably more
valuable with these LLMs. The relationship between Expert Generalists and
LLMs is often similar to that between Expert Generalists and specialists in
a team. Similarly to a specialist, an LLM can rapidly answer questions that
an Expert Generalist will have when working in a new domain. This
significantly lowers the barrier for exploring completely new and unfamiliar
tools, offering a quick way to get started.
An Expert Generalist, armed with
a solid grasp of fundamentals and the knack to master principles and
patterns, can truly harness the power of LLMs. They’re not just asking an
LLM to write code in a new language; they’re able to ask more insightful
questions, critically assess the AI-generated suggestions against their
broader understanding, and adapt those suggestions to fit sound
architectural patterns. Their curiosity discourages them from simply
accepting an answer, but to understand how proposed solutions work – which
is exactly the behavior needed to overcome the unreliability inherent in
LLM-given advice.
We’ve noticed that Expert Generalists approach working with LLMs in a
different way. Rather than looking for “the answer”, they prompt them to
generate questions, explaining mechanisms, and providing examples and even
tools that help explore the underlying mechanisms of an idea.
So, despite the early days of this technology, we think that the rise of
LLMs will further enhance the importance of skilled Expert Generalists, and
thus incentivize enterprises to put more effort into identifying,
and training people with these skills.
Why Organizations Need Expert Generalists
The simplest reason why organizations should pay more attention to Expert
Generalists is the loss of opportunities to staff teams. Finding exactly the
right kind of specialist limits the candidate pool, either from hiring from
outside, or by internal transfers. As long as there’s enough specialist
skill available to assist, Expert Generalists often do as well, indeed often
better, than adding another specialist.
But the benefits of Expert Generalists go further than that. Modern
software systems involve many components, needing collaboration between
specialties to deliver features to production. Too often we see stifled communication, with
folks blocked while waiting on dependent teams to schedule necessary work.
Lots of these queues between teams impedes flow, slowing down the release of
valuable features.
Expert Generalists can unplug the pipes. Sometimes they do this by making
the interaction smoother due to their overlapping skills, sometimes they
know enough to do some of these dependent tasks themselves. Indeed one of the
greatest values an Expert Generalist brings is the ability to Get Things
Done. The customer-focus drives a good Expert Generalist to use their
collaborativeness, curiosity, and skills blend to drive features to
completion. If it requires crossing competency boundaries, they will find a
way to do it. If they need to rapidly acquire some deeper skills, they will do
so. They do risk taking on more than they can chew in the process, but that
ability to close the deal is often imperative in getting critical software
out the door.
Expert Generalists are particularly valuable at
working across the specialist skill boundaries, handling interactions and
filling in gaps.
The ability to see complex systems across their full breadth can be
essential when things go wrong. Faults are often not in the depth of a
single technology, but in the implicit interactions between them. If
specialists can’t see the whole picture, they easily miss what falls between
the gaps.
The presence of Expert Generalists crossing the competency boundaries
can also increase knowledge transfer between competency groups, increasing
everyone’s sympathy for related domains. This mechanism also encourages
specialists to explore the Expert Generalist skill for themselves.
Specialists tend to use their familiar tool in contexts where it doesn’t
make sense. We can’t fault them for that, if you’ve never seen a
screwdriver, you’ll naturally reach for a hammer first. Expert Generalists
are more likely to pick appropriate tools. There is a risk there, of
introducing too many tools into an environment. Sometimes it’s better to use
a familiar-but-inferior tool, than to introduce a complicated tool for a
narrow task that’s a burden once the Expert Generalist moves on. A wise
Expert Generalist will take that factor into account.
The broad view that Expert Generalist develops naturally leads them
towards leadership roles. Crossing specialties encourages them to develop
communication skills, particularly skills on explaining different
disciplines to each other. Collaboration naturally grows relationships with
key people around an organization. Customer-focus, Getting Things Done,
build credibility with business leadership. Organizations that take
deliberate steps to nurture Expert Generalists can reap the reward by
growing technologists with a strategic perspective, without necessarily
pushing them into management tracks.
All that said, despite the fact that we are clearly big proponents of
Expert Generalists, there are downsides. Perhaps the greatest is that
although we’ve found it possible to assess people for their Expert
Generalist skill, it’s a difficult task, often requiring intensive
participation from known-capable Expert Generalists. Years on
the job, quizzes, and certifications are much easier tests to administer
(although we are cynical about how they relate to delivering value).
A team full of Expert Generalists, but without particular skills for the
central domains and platforms they are working on, will be less productive –
at least until the Expert Generalists develop those skills. As we mentioned
earlier, it’s important to have someone with those deep skills on the team,
who can either be specialist in that domain or an Expert Generalist who has
that as one of the legs in their “T”.
All in all, we’ve seen so many of our colleagues develop their Expert
Generalist skill, without the name, and build upon it to be critical parts
of successful technology and business initiatives. They are the people we
have learned from, the people our clients go to with problems to solve and
opportunities to exploit. Our hope with this article is that more people in
our profession (and perhaps others) will start to recognize “Expert
Generalist” as a first-class skill, and put more effort in describing its
characteristics, how to assess it, and how to grow it. We believe that
giving this skill proper recognition can do much to improve the practice of
our profession.
Takeaways
- Expert Generalists share several key traits
- Curiosity
- Collaborativeness
- Customer-focus
- Favoring fundamental knowledge
- A blend of specialist and generalist skills
- Sympathy for related domains
- Teams should blend Expert Generalists with a few key specialists
- Expert Generalist skills are enhanced by LLMs
- Expert Generalists ensure complex tasks get done
- We need to treat Expert Generalist as a first class skill
- Evaluate people’s skill as an Expert Generalist in hiring and
promotion - Develop training just as much as for specialist skills
