For a long time, generalists in the company were seen as supporters in the background. Without clear technical specialization, they were rarely perceived as strategic success factors. Instead, specialists dominated the image of value creation – with a focus on expertise, not connections. But the tide is turning: in a networked working world, generalists are taking center stage. As bridge builders between specialist areas, they make measurable contributions to the company’s success.
Generalists in the changing world of work
Traditionally, generalists were underestimated as “masters of none” – or at best as “T-Shaped marketers”. Their broad perspective did not fit into traditional competence grids. At the same time, the term specialist became synonymous with professionalism. The opposite – i.e. the generalist – was then almost perceived as “unprofessional”.
Today, however, it is clear: that in dynamic markets, it is generalists who enable interdisciplinary collaboration, break down silos and anchor systemic thinking in companies. The ability to network specialist areas and integrate different perspectives is becoming a critical success factor and competitive advantage.
A comparison from marketing: while performance campaigns deliver short-term results, brand building has a long-term effect. Only the combination of both approaches creates a lasting effect.
Generalists in the company act analogously: They combine short-term operational implementation with long-term and strategic foresight.
Role of generalists as (previously underestimated) bridge builders
Companies measure the success of generalists as bridge builders through various qualitative and quantitative methods that focus on their ability to network, solve problems and drive innovation. Here are the key approaches and findings:
1. Networking between departments
Generalists connect different departments such as IT, marketing and production by:
Combine and communicate specialist knowledge.
Reduce silo thinking through interdisciplinary workshops.
2. Problem solution
Generalists are particularly effective in complex scenarios:
- They offer solutions to problems that require multiple perspectives, e.g. digital transformation or sustainability strategies.
3. Innovation driver
Thanks to their ability to combine knowledge from different areas, generalists are often the midwives of groundbreaking ideas:
- Examples include the development of touchscreens or AI applications in traditional industries.
Why generalists drive sales and innovation
Current studies show that generalists contribute significantly to economic performance. A study by MIT with 87 product development teams proves (source Ingrid Gerstbach):
- +70 % successful market launches through improved cooperation
- -33 % shorter time-to-market
- +31 % higher quality of decisions
In highly dynamic projects, generalists promote creative solutions, optimize coordination between departments and increase resource efficiency by up to 20%. This positions them as drivers of innovation and efficiency boosters.
The scientific evidence: generalists as key players
A study by the University of Eindhoven (Gilsing & Nooteboom, 2004) confirms that:
Network density and interdisciplinary connections are crucial for radical innovation. Generalists create precisely these connections – through interdisciplinary experience, systemic thinking and strong communication skills.
In innovation networks, they act as cognitive bridge builders who create trust and accelerate knowledge transfer – a principle that is systematically promoted at Stanford and elsewhere.
Qualitative functions of generalists
1. Interdisciplinary networking
Generalists connect specialist areas such as IT, marketing and sales. They reduce silo thinking by up to 50 % through methods such as changing perspectives in meetings.
2. Innovation acceleration
Thanks to their multidisciplinary way of thinking, they identify systemic problems 64% more frequently than specialists.
Examples: Integrating AI into traditional processes or combining biotech with financial models.
3. Increased efficiency
Teams with generalists save 15–20% of resources through more effective communication and reduced duplication of work. In agile projects, they increase the quality of solutions by 33%.
Practical examples: Generalists in action
Real-life use cases underpin the strategic value of generalists:
Digital transformation: Generalists act as a connecting interface between IT, specialist departments and management. They translate technical requirements into business-relevant added value, drive digitalization projects forward and coordinate interdisciplinary teams. Their work helps to break down silos and accelerate change processes.
Innovation management: When developing new products or business models, generalists combine different disciplines, recognize market trends at an early stage and manage creative processes. Their diversity of perspectives results in market-oriented and competitive solutions.
Sales and customer focus: Generalists are convincing in sales thanks to their ability to understand complex customer needs holistically and develop individual offers. Their broad expertise makes them less replaceable by automated systems and increases the relevance of customer advice.
Crisis management: In phases of economic uncertainty – such as during the coronavirus pandemic – generalists show particular strengths. They quickly familiarize themselves with new topics, take on responsibility and adapt flexibly to changing conditions. Companies with a high proportion of generalists benefit from their ability to react quickly and increased resilience.
These examples show: Generalists in the company not only ensure better communication, but also deliver demonstrable business results.
Competencies that make generalists effective
Factors that make generalists so valuable:
Field of competence | Effect in the company |
Strong communication skills | Reduces misunderstandings, promotes cross-departmental coordination |
Systemic thinking | Recognizes patterns, synergies and long-term consequences of decisions |
Adaptability | Reacts flexibly to changes and new requirements |
Problem-solving skills | Develops creative, viable solutions to complex challenges |
Interdisciplinary agility | Promotes innovation by changing perspectives and linking knowledge |
Strategic foresight | Combines operational implementation with sustainable business strategy |
KPIs for measuring the success of generalists
KPIs for measuring successCompanies that make targeted use of generalists evaluate their impact using relevant KPIs to measure the success of generalists:
Key performance indicator | Effect through generalists |
Project completion rate | +30 % |
Time-to-market | –33 % |
Innovation rate | +40 % |
Fluctuation rate | –18 % |
Budget compliance | +22 % with early integration |
This quantitative evidence proves it: The role of the generalist is no longer optional – it is strategically necessary.
How generalists visibly promote interdisciplinary collaboration in companies?
Operationalization: Generalists promote interdisciplinary cooperation in companies through their ability to combine different specialist areas and create synergies. Here are the most important strategies and mechanisms they use:
1. Translation between departments
Generalists understand the “language” of different disciplines and can:
- Explain technical terms: They create a common basis for communication so that all team members can work together effectively.
- Avoid misunderstandings: Their ability to integrate perspectives reduces conflicts and promotes the exchange of knowledge.
2. Promotion of teamwork
- Cross-functional teams: Generalists bring together specialists from different departments and moderate the exchange between them.
- Constructive feedback culture: You establish regular feedback rounds that strengthen trust and cooperation.
3. Creative problem solving
Generalists look at problems from different angles and develop innovative solutions:
- Systemic thinking: You recognize overarching patterns and dependencies between specialist areas.
- Solution-oriented moderation: Thanks to their broad knowledge base, they offer approaches that specialists often overlook.
4. Establishment of an open communication culture
- Workshops and seminars: Generalists organize interdisciplinary events to exchange knowledge and clarify technical terms
- Virtual tools: They use modern platforms such as shared document editing tools to facilitate knowledge sharing.
5. Promotion of further training
Generalists support employees in expanding their skills:
- Job rotation: Employees work in different departments to develop a broader understanding of the company.
- Mentoring programs: These help employees to better understand other departments and work together more effectively.
6. Integration in innovation projects
Generalists are particularly valuable in projects that require interdisciplinary collaboration:
- Project-based work: They bring together experts from different areas to solve specific tasks efficiently.
- Promotion of innovation: Your ability to network is crucial for groundbreaking ideas.
Conclusion: competitive advantage through generalists in the company
Generalists in the company bridge the gap between silos, disciplines and mindsets. In a world in which adaptability, interdisciplinarity and speed of innovation are key success factors, generalists offer precisely the profile that modern organizations need. They do not operate in the shadow of specialized expertise – they network, accelerate and enable.
This means that generalists are not just cultural pillars, but a competitive advantage – measurable, effective and indispensable.
Frequently asked questions (FAQs)
Generalists promote cross-departmental collaboration, improve communication and increase efficiency in projects. Studies show: Companies with generalists achieve up to 30% higher project completion rates and shorten their time-to-market by 33%.
Generalists combine strategic foresight with operational implementation skills. They identify systemic problems, combine knowledge from different disciplines and drive innovation - especially in dynamic, complex projects.
Through interdisciplinary thinking, generalists initiate new solutions and accelerate innovation processes. They enable up to 40% higher innovation rates as they overcome silos and integrate perspectives.
Generalists are particularly effective in interface functions - for example between IT, marketing, sales or product development. Their strength lies in moderation, coordination and knowledge integration.
The contribution of generalists can be quantified with the help of clearly defined KPIs such as budget compliance, fluctuation rate or innovation rate. Early involvement leads to +22% budget compliance and -18% lower employee turnover.
