I enjoy dialogues in my network that present different perspectives and spark reflection—and last week, I discussed the role in a boardroom setting with someone I greatly appreciate having in my network.
We touched on specialists and the broader profile, which I refer to as generalists.
In the boardroom, we need to approach a company strategically and its long-term development, keeping a bird’s-eye view and not operating in day-to-day mode—though the balance can be fine.
Among other things, we deal with heavy strategic topics such as geopolitics, risk management, sustainability, M&A, AI, supply chain optimization, transformation, and more.
And yes, there are topics that require experience and, in some cases, expert knowledge, but I feel we’ve developed a tendency to favor specialists who can offer in-depth knowledge in a narrow field, while perhaps slightly overlooking the value generalists can add—particularly in a boardroom context.
I’m a fan of diversity, and we need different competencies in a boardroom, but we must also be careful not to fill the board with only functional competencies.
The broad skillset: focusing on the generalist
In my view, a broad skillset represents a person with knowledge and skills across multiple areas. The generalist has the ability to see the bigger picture, connect various fields of expertise, and create innovative solutions across disciplines. This cross-functional thinking can be invaluable in boardwork, where decisions often require insight into many different aspects of the business.
But what advantages might we find in focusing more on a generalist profile?
I see some clear benefits:
Interdisciplinary understanding: Generalists have a broad knowledge base that spans several fields, enabling them to understand and integrate different perspectives, which is essential when boards make decisions affecting the entire company. They can connect the dots between different business units and ensure decisions are holistic and well-balanced.
Adaptability and quick learning: Generalists are often accustomed to shifting between various disciplines and challenges. Their ability to quickly adapt to new situations and acquire new skills makes them particularly valuable in a dynamic world, where boards must navigate unknown territory and make decisions amid uncertainty.
Strategic overview and innovation: Generalists are often able to spot patterns and trends across sectors and markets. This strategic overview gives them a unique ability to propose innovative solutions and strategies that can propel the company forward in times of change.
Effective risk management: Generalists can identify and assess risks across different areas, allowing them to contribute to more comprehensive and nuanced risk assessments in the boardroom.
In a changing world, transformation is not just an option but a necessity. Companies that want to stay ahead of the curve must think beyond traditional frameworks and consider the new challenges and opportunities that arise. Generalists can play a crucial role here by bringing different perspectives to the table and creating value-added solutions that account for the company’s overall situation.
In a boardroom setting, this means they can help shape strategies that focus not just on one dimension but on viewing the company as a whole. This holistic perspective is critical at a time when we constantly face new challenges and opportunities.
Rethinking value creation
For companies to thrive in the future, we need to rethink how we evaluate and utilize the available skills. Perhaps it’s time to recognize the generalist’s role as a key player in boardwork and as a driver of transformation.
Ultimately, it’s about creating value—by combining knowledge across fields and using this combination to drive innovation and change.
Generalists can be the catalysts for this transformation.
If we broaden our perspective, we may also find access to more valuable talent than previously assumed—but that’s just a reflection from here.
