How Roles killed Mastery (and Passion)
Panisuan Joe Chasinga

While completely agreeing with your point of view, I believe the last paragraph of your article not only summarizes the rest but makes the rest somewhat redundant as well, because that’s what many organizations are already doing. Working at Google or Apple is entirely different from working at Halliburton or Weatherford; that difference represents the levels of innovation required in their respective industries. I believe innovation in a service economy could be more easily implemented; innovation in an infrastructure-based, heavy engineering business is generally lot tougher, and therefore not pursued often. And finally, yes, its better to we have fewer leaders and more followers than the reverse: a case for the 80:20 rule?

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