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Human Performance & Leadership

More Experts, Weaker Teams

Teams with too many experts often underperform.

2026-06-151 min read

Sony's failure to dominate the smartphone market despite having excellent camera and music divisions is a prime example of how too many experts can hinder a team's performance. Experts often focus on their own area of expertise, leading to a lack of cohesion and communication among team members. This can result in a product that excels in one area but falls short in others. Many leaders mistakenly believe that assembling a team of experts is the key to success, but this approach can lead to a lack of collaboration and a narrow focus on individual goals. In reality, a balanced team with a mix of expertise and generalists is often more effective. For instance, a team with a balance of experts and generalists can identify and address potential issues that might arise from a single expert's narrow focus. This balance allows for more effective problem-solving and decision-making. As a result, leaders should strive to create teams with a diverse range of skills and expertise to achieve better outcomes.

Key insights
Too many experts on a team can lead to a lack of cohesion and communication among team members.
A balanced team with a mix of expertise and generalists is often more effective than a team composed solely of experts.
Experts often focus on their own area of expertise, which can result in a narrow focus on individual goals rather than the team's overall objectives.
Generalists can help identify and address potential issues that might arise from a single expert's narrow focus.
Why it matters

Ignoring this dynamic can lead to products or services that are overly complex or fail to meet customer needs.

Furthermore, teams with too many experts can also struggle with adaptability and innovation, as each expert may be resistant to changing their approach or trying new things.

Use this tomorrow
1
This week, take a closer look at your team's composition and consider whether a more balanced approach might be beneficial.
2
Identify areas where expertise is lacking and consider hiring or training generalists who can help bridge the gaps between different expert areas.
Go deeper

The concept of balancing expertise and generalism is rooted in the idea of "T-shaped" skills, where individuals have a deep understanding of one area (the vertical bar of the T) and a broad range of skills and knowledge across other areas (the horizontal bar). This approach was first popularized by Tim Brown, the CEO of IDEO, who argued that T-shaped individuals are better equipped to collaborate and innovate.

The limitations of relying too heavily on experts are also evident in the concept of "groupthink," where a team of like-minded individuals fails to consider alternative perspectives or challenge each other's assumptions. By incorporating generalists into a team, leaders can help mitigate this risk and foster a more diverse and innovative team culture.