The usual case for t-shaped skills is made in terms of optionality: the more domains you know something about, the more flexible you are, the more roles are available to you. This is true but not the …
Rebuilding Your T
When a technical leader decides they need to "build broader skills," the usual move is predictable. They sign up for a course. They read a book on the adjacent discipline. They add a few keywords to …
Why AI Is Killing the Pure Specialist
The specialist’s case for job security used to rest on a simple argument: I know things most people don’t. The labour economist would call this human capital. The career coach would call …
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The T-Shaped Professional in the Age of AI
Here is the advice most people are getting right now: take courses, get certified in AI tools, learn to prompt, add “AI experience” to your CV. None of this is wrong, but it may address …
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The Peter Principle: The Structural Problem Your Performance Review Won’t Solve
Laurence Peter proposed his principle in 1969 as satire. Fifty-six years later, most organisations are still running on the exact system he was mocking. The Peter Principle: “In a hierarchy, …
Gall’s Law: Why Your Transformation Programme Will Fail
John Gall was a paediatrician. Not an obvious source of management wisdom. But in 1975 he wrote something about complex systems that should be required reading for every executive who has ever …
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