Specialist vs Generalist roles - The case for Generalists
Create teams of T-shaped individuals, people with deep expertise in one area but also broad knowledge across other disciplines and most importantly who can interact and collaborate to deliver shared outcomes.
We often hear about the importance of specialisation in roles. It’s a common belief that by focusing on a specific area of expertise, individuals can become highly skilled and efficient. The Government has the ‘Digital, Data and Technology (DDaT) Profession Capability Framework’, the framework is well defined, it spells out what the different digital and data roles do in government and helps people understand what skills are needed at each role level. This is great, however, I believe this narrow focus can sometimes be counterproductive, especially in the context of software development and in some respects career progression..
Traditional project management methodologies often reinforce this idea of specialisation. A project is broken down into distinct phases, and dedicated teams are assembled for each stage. This linear approach, with its emphasis on efficiency and optimisation, leads to the creation of specialised roles like business analysts, architects, developers, and testers. While these roles are essential, the overemphasis on specialisation can hinder collaboration and innovation.
The problem with this approach is that it can create silos. Teams become isolated from the broader project, focusing solely on their specific tasks. This can lead to a lack of understanding of the overall project goals and how their work contributes to the final product. Additionally, it can stifle creativity and problem-solving, as individuals are less likely to think outside their area of expertise.
In contrast, agile methodologies emphasise cross-functional teams and collaboration. By bringing together individuals with diverse skill sets, we create a more dynamic and adaptable environment. This approach encourages a holistic view of the project and fosters a culture of innovation.
Think about an agile story - agile stories necessitate a collaborative approach where individuals with diverse skill sets work together to complete each story from start to finish. Instead of focusing solely on their specialized area, team members should be capable of contributing across the entire value stream. This requires a generalist mindset.
When it comes to career progression, specialisim can be limiting to T-shaped generalists. As someone with a background in product strategy, service design, and user research, I’ve found that pigeonholing myself into one of these roles limits what people expect from my contribution. Whereas I see generalism as a strength.
It’s important to note that I’m not advocating for the elimination of specialisation altogether. Expertise is undoubtedly valuable. However, the key is to balance specialisation with generalism. We need individuals who possess deep knowledge in a particular area but are also capable of working effectively with others to deliver a shared outcome.
Ultimately, the goal is to create teams of T-shaped individuals—people with deep expertise in one area but also broad knowledge across other disciplines and most importantly who can interact and collaborate to deliver shared outcomes. This type of talent is essential for navigating the complexities of modern software development and delivering exceptional products.