Deep Smarts

FOUR

Assembling Deep Smarts

IN THE PREVIOUS CHAPTER we discussed how individuals develop and express deep smarts. And in much of the rest of this book we will be considering how they then use those deep smarts to lead, manage, or make decisions effectively and creatively. But while we often need to cultivate individual deep smarts or create organizational capabilities, it is not always possible, or even desirable, to grow all the expertise we need in-house. First of all, as we saw in the previous chapter, it takes time to become an expert; the Ten-Year Rule sets limits on how practical it is to adopt a “grow” strategy. And second, for any project, particularly innovative ones or otherwise unprecedented situations, we do not expect one individual ...