Guide for Visionary Leaders and Business Decision-makers. ˇV In the January issue of Taking Aim, I reported on the book Margin. That book triggered some thoughts that had been floating in and out of my consciousness for some time. In fact I had even created the topic ˇ§Cycle of Specializationˇ¨ several years ago, but just couldnˇ¦t quite get my thoughts to gel in any cohesive manner. This then is an attempt to put into words those thoughts and how it affects us as visionary leaders and business decision-makers.
There is a Cycle of Specialization that has repeated itself over the centuries. It has been difficult to spot because the cycles have frequently been far apart, but the pace is quickening. Our society is being driven to a more rapid rate of change in the cycle by the growth in population, technology and information.
The cycle begins with prehistoric man and his work to survive. He had to be a vertical supplier to his own survival. He was responsible for his own food, shelter, water, and protection. He was dependent upon himself for his own survival. As time went on, he invented language and traveled in groups or tribes. These groups started to specialize. Some would hunt while others would drive the game to the hunters or cook the food and as that happened; each specialization became vertical in their specialty. The hunter prepared his own equipment for hunting and the cooks developed their own tools for cooking. Things changed very little for thousands of years. Certainly the villages changed and farming became a specialty and each farmer in turn became vertical in his specialty and developed his own tools. With the advent of farming came the permanent establishment of villages and a new range of specialties developed. Craftsmen developed who specialized in spinning wool, weaving cloth, making clothes, making shoes etc. Each craftsman again had to be a vertical supplier of tools and technology to his own craft. This knowledge was passed along via apprenticeships and the cycle continued.
Today, as was pointed out in Margin, we are undergoing exponential change and with that, we are also undergoing exponential specialization. As a researcher, it is easy for me to point to the work the government has undertaken to modernize the old Standard Industrial Classification (S.I.C.) codes to cover the new products and services that were not in existence when the codes were created. Another great example comes to mind having just gone through the traditional year-end review of the news. 2004 was for many the year of the blogger. Ten years ago the Internet was still in its infancy, there was no E-Commerce let alone bloggers. (My spell checker still doesnˇ¦t recognize the word blogger.)
Another area of incredible specialization is Health Care. It wasnˇ¦t that many years ago that if I didnˇ¦t feel well, I went to my doctor and he prescribed something to help me. Today my family doctor is nothing more than a gatekeeper. When I donˇ¦t feel well now, I go to see him to find out whom to see to treat my problem.
Our efforts to improve our competitiveness with LEAN and Continuous Improvement are so internally focused that we are creating even more specialists to delve into the minutia of processes at a level previously unthinkable.

Specialization creates information, which requires more specialization creating an unending Cycle of Specialization devoted to continuous improvement of the

㦠Copyright Bob Cannon/The Cannon Advantage, 2005. All rights reserved.

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Bob Cannon helps visionary leaders make decisions that gain a competitive advantage. Check out other interesting articles available in the Taking Aim newsletter available at www.cannonadvantage.com . Bob can be reached at (216) 408-9495 or mailto: bob@cannonadvantage.com

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