In today’s rapidly-evolving technological landscape, innovation isn’t just a buzzword, it’s a necessity for businesses that want to maintain their competitive-edge.
Corporate leaders, particularly CTOs, are increasingly faced with the task of fostering innovation, while juggling various priorities.
Whether the goal is to establish an internal venture-building team, test proofs of concepts, or scale up current solutions, one thing is abundantly clear: success is determined by the composition of the team.
This flows from an understanding that innovation is a result of the culture created internally, and culture is a mixture of carefully thought-out operating principles, combined with the right team members, at each stage of solution development.
The pressure to innovate today stems from several areas. Market disruption is a constant challenge, with start-ups and competitors frequently entering the scene. Customers’ expectations will also continue to evolve, as they demand more personalised and seamless experiences.
Advancements in technology − such as artificial intelligence, machine learning and blockchain − are also playing a leading role in pushing industries to adopt new standards.
To overcome these challenges, companies must build teams that are adaptable, knowledgeable and innovative.
The first step in assembling a high-performance team is understanding the dynamics of generalists, specialists and consultants, and knowing when to deploy each effectively.
Generalists: An indispensable addition
Generalists are professionals with a broad range of skills. Their versatility and ability to adapt make them indispensable in environments that require quick learning and flexibility. Companies, particularly those in their early stages, can benefit immensely from generalists, as they can juggle multiple roles and provide holistic insights into projects.
Generalists in any organisation can pivot between technology, business development and agriculture, giving the company the flexibility to explore various strategies for growth. They thrive when flexibility is a priority and when the project scope is not yet rigidly defined.
Their broad knowledge base allows them to see the bigger picture, making them crucial in the ideation and early development stages. In the early stages of a project, hiring generalists can be a cost-effective solution compared to building a full team of specialists from the outset.
Specialists: Depth and expertise
While generalists are critical for adaptability, specialists bring depth to specific areas of expertise. Whether it’s in AI algorithms, cyber security, or user experience design, specialists provide the level of precision and insight needed to solve complex problems efficiently. Their expertise allows for quicker and higher-quality solutions in their specific domains.
Wardworx, a local South African specialist firm known for its custom software development for the healthcare sector, offers a strong case study for the role that specialists can play in an organisation.
It relied on specialists to build its robust digital platforms, which required a deep understanding of the latest programming techniques.
Today, the Wardworx apps helps thousands of doctors in South Africa manage their patient tasks, wards and teams more effectively, allowing doctors to manage tasks simply and in significantly less time.
Ultimately, the role of the specialist is defined by helping companies gain a competitive advantage, through the development of unique features that can set products or services apart in the marketplace.
Consultants: External, specialised skills
Consultants, on the other hand, are the external professionals that are brought in to provide specialised skills, or offer fresh perspectives. They are particularly valuable when internal resources are stretched thin, or when a specific area of expertise is required temporarily.
Quicket, an online event ticketing platform in South Africa, found value in external consultants to provide expertise in areas like data analytics and scalability during periods of rapid expansion. Consultants filled the gaps in its expertise without the need for long-term hiring and provided objective insights that challenged internal assumptions.
The flexibility of a consultant also allows companies to scale projects up or down, as needed.
Understanding the roles of all three
Strictly speaking, the true key to innovation lies not in the individual strengths of generalists, specialists, or consultants, but in how these roles are combined at various phases of a project.
During the ideation and prototyping phase, the focus is on flexibility and creativity. Generalists, with their ability to switch roles and tasks, are crucial during this phase. Consultants can also play an essential role by providing expertise in areas the core team lacks, such as market analysis or emerging technologies.
As a project moves into the development and scaling phase, the need for specialised skills becomes more prominent. Specialists are brought in to ensure technical robustness and help scale the solution effectively. In this phase, consultants can still provide value by speeding up timelines or offering niche expertise that may not be available in-house.
The true key to innovation lies in how these roles are combined at various phases of a project.
When a project reaches the growth and optimisation stage, balancing innovation with efficiency is crucial. The composition of the team should include a mix of generalists and specialists, ensuring ongoing optimisation is supported, while also keeping innovation alive.
Consultants may be utilised for continuous improvement initiatives, helping to integrate the latest industry trends and advancements.
For businesses looking to build a high-performance team that fosters innovation, the first step will have to include a thorough assessment of their needs. Identifying where generalists, specialists, or consultants will provide the most value is critical to the team’s success.
A flexible team structure is essential, especially for companies in the early stages of their development. Starting with generalists and bringing in specialists or consultants when needed can be an effective strategy.
Building high-performance teams that drive innovation certainly requires a strategic blend of all three at different points in time. Each role contributes uniquely to the process, and understanding when and how to deploy these professionals is key to creating a dynamic, adaptable and forward-thinking team.
Whether launching new ventures or optimising existing products, businesses that embrace this approach will be better positioned to navigate market disruptions, meet evolving customer expectations and build the technological advancements they need to remain competitive.
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