In ancient Greece, people with a broad range of knowledge and skills across various disciplines were highly valued. They were referred to as ‘polymaths’ — originating from the Greek words ‘polus,’ meaning ‘many’, and ‘math?ma’, meaning ‘learning’ or ‘knowledge’. Over time, the term, ‘polymath’, came to be associated with individuals with expertise or proficiency in multiple fields of study, rather than a single domain. Today, the term is often used to describe people who possess a wide-ranging knowledge base and excel in various intellectual pursuits.
Many prominent figures have been referred to as ‘polymaths’ in today’s environment — as they successfully combine expertise from multiple fields to drive innovation and make a significant impact in the corporate world.
How are polymaths different from generalists and specialists?
In the corporate world, generalists are ‘Jacks of all trades and masters of none’. They possess a broad knowledge of various subjects and are known for their flexibility and adaptability. They have quick learning abilities and thrive in situations that require a wide range of capabilities. On the other hand, polymaths are skilled generalists. Their expertise in various fields and their ability, to cumulatively apply this knowledge for a specific purpose, sets them apart. Without adequate knowledge in various areas, it becomes impossible to develop a comprehensive perspective.
Specialists are indispensable because many jobs requiring specific niche skills cannot be done by generalists or polymaths. However, having polymaths in certain situations can be beneficial due to their adaptability and ability to learn new things.
Tanaya Mishra, CHRO, In-Global Solutions
Similarly, in comparison to specialists, polymaths have a certain edge. Specialists are much sought after for their niche skills, but polymaths offer adaptability and the capacity to solve complex problems across different domains. “Specialists are indispensable because many jobs requiring specific niche skills cannot be done by generalists or polymaths. However, having polymaths in certain situations can be beneficial due to their adaptability and ability to learn new things. With the ever-changing technology and environment, individuals need to unlearn, relearn and continuously acquire new skills,” reasons Tanaya Mishra, VP and head – HR, Endo International.
Polymaths have an insatiable thirst for knowledge, and they constantly seek to expand their understanding and expertise. Being always open to new thoughts and ideas, they like to explore a wide range of subjects beyond conventional boundaries. “Their ability to integrate concepts from different domains allows them to bring a unique and innovative perspective to their work. Polymaths actively seek cross-pollination of knowledge, finding connections and applying principles from one field to another,” says Manish Majumdar, head-HR, Centum Electronics.
It’s important to be aware of the extent of one’s knowledge and understand the boundaries of expertise. Falling into the trap of overestimating one’s capabilities, known as the Dunning-Kruger effect, is a common human tendency that should be avoided.
Manish Majumdar, head-HR, Centum Electronics
For instance, a polymath trained in music may explore the utilisation of various musical notes and frequencies in innovating audio products. Similarly, a polymath engaged in painting and architecture may consider how the brain activity associated with sketching and painting can be applied to PCB design.
Can specialists and polymaths coexist?
Both specialists and polymaths play important roles in the professional world. Since both possess distinct strengths and advantages, a balanced approach is often preferred. Certain professionals require specific expertise and may not necessarily benefit from polymaths. For instance, software engineers often specialise in specific programming languages or technologies. Likewise, airline pilots undergo rigorous training and gain proficiency in flying specific types of aircraft. They acquire specialised knowledge and expertise through focused training
programmes.
With businesses constantly adapting to changing demands and searching for innovative solutions, polymaths are all set to gain more prominence. The capacity to connect diverse areas of knowledge and offer unique perspectives will be highly sought after in such dynamic environments.
Pradyumna Pandey, senior HR leader
Specialists are essential for their expertise in niche skills, while polymaths offer adaptability and the ability to solve complex problems across different domains. The advantages of each approach depend on the specific context and requirements of the situation. Specialists remain indispensable as many professionals require specific niche skills that cannot be fulfilled by generalists or polymaths.
However, in certain situations, polymaths can be beneficial due to their adaptability and capacity to learn new things. In an everchanging landscape of technology and environment, individuals need to continuously unlearn, relearn and acquire new skills. Reskilling and upskilling become necessary.
Agile methodologies, matrix structures and cross-functional teams are examples of organisational structures and platforms that facilitate the functioning of polymaths. The polymaths are the ones who connect the dots and drive success when diverse teams come together.
Suchismita Burman, senior HR leader & former head of HR, ITC Infotech
Nevertheless, it is important to recognise that amidst these changes, there is a larger issue at hand. Many individuals strive to keep up with technological advancements, and there are emerging specialised demands in various fields. This implies that even if someone is a polymath, there is still a possibility that their position may become obsolete. However, this may not be the case for specialists, as their highly specific skills take longer to replace due to their niche nature. It is also important to note that not every organisation or industry is conducive to employing polymaths. Certain roles and industries may be better suited for specialists rather than polymaths.
For instance, in the medical field, a heart specialist is expected to specialise in heart-related procedures, while a brain surgery will require a specialist in that specific area. There are job positions where polymaths may not be necessary, and where specialisation is crucial.
Rising demand for polymaths in the workforce
Earlier, it was either a specialist or a generalist. Now, we have polymaths who possess qualities that bridge the gap between specialists and generalists. They have the ability to transcend traditional boundaries and draw from multiple areas of expertise. This transition from generalist to specialist and now to polymath, reflects the evolving nature of skill requirements in the business world.
Organisations can adopt fluid job roles, assembling interdisciplinary teams and assigning polymaths to cross-functional projects. This will ultimately foster a knowledge sharing and learning culture, and will help the team by providing mentors and role models
Amit Das, director – HR & CHRO, Bennett Coleman & Co.
“With businesses constantly adapting to changing demands and searching for innovative solutions, polymaths are all set to gain more prominence. The capacity to connect diverse areas of knowledge and offer unique perspectives will be highly sought after in such dynamic environments,” opines Pradyumna Pandey, senior HR leader. “The emergence and relevance of polymaths will persist, particularly in addressing complex challenges that necessitate multidimensional thinking,” he adds.
Polymathic thinking is a direct response to the evolving business landscape and the demand for individuals capable of navigating the complexities of multiple domains. This shift reflects a broader trend that recognises the value of multidisciplinary expertise in driving innovation and problem-solving across diverse industries.
Being a polymath in today’s world is highly challenging due to the rapid advancements in every field. It requires
significant time and effort to attain deep knowledge and expertise of multiple areas. This made true polymaths rare even in ancient times.Vivek Tripathi, VP-HR, NewGen Technologies
The growing prominence of polymaths is also a reaction to the dynamic and intricate business environment we currently face, which is heavily influenced by technology. In such an environment, the requirements include heightened innovation, creativity and agility within teams, surpassing their functional boundaries. As competition intensifies, organisations that prioritise collaboration between functions and individuals become crucial.
Polymaths can meet these demands by leveraging their extensive knowledge across various subjects and their ability to rapidly acquire new skills and knowledge. Their strong analytical skills make them invaluable assets.
Furthermore, specialisation has become a determining factor in distinguishing the value that generalists can bring. It has become a crucial gauge for assessing the effectiveness and the value delivered to a business within its specific context.
For instance, HR professionals are needed to demonstrate how they can contribute value to the organisation. The problem of people sitting on the bench due to shortage of projects directly affects the business. One approach to address this problem can be cross-skilling and upskilling employees.
However, simply mentioning these initiatives without understanding the nitty-gritty is inadequate. It’s crucial to have someone with a background in resource management who understands the challenges and pain points associated with crossskilling. They can assess the number of individuals undergoing crossskilling, success rates and readiness for deployment.
“Polymaths have an advantage over generalists in specific domains such as business, technology and design because they can see the big picture and understand how different parts of a system work together. They are also more likely to be able to identify new opportunities and solve problems creatively,” opines Amit Das, director – HR & CHRO, Bennett Coleman & Co.
Can intelligent machines replace polymaths?
This does not seem likely in the near future. Polymaths, with their diverse skills and experiences, provide organisations a distinctive advantage, as they possess a fountain of knowledge and creativity that machines cannot replicate or match.
For instance, an individual with expertise in retail sales, coupled with a strong understanding of technology and human psychology, can craft highly effective marketing strategies for consumer goods. Their expertise extends beyond marketing strategy, enabling them to contribute to product development and assist in market outreach programmes.
Their broad range of skills and knowledge equips them to address organisational challenges in multiple ways. The relevance of Polymaths increases in a project-based environment, where there is a need to optimise headcount and costs while maintaining a multidisciplinary approach. “As organisations strive to stay competitive and adapt to the changing business landscape, the demand for polymaths is expected to increase, as they possess the skills and mindset necessary to navigate and thrive in complex and diverse projects,” says Pandey.
There are also a few potential challenges organisations may face when dealing with a large number of polymaths Suchismita Burman, senior HR leader and former head of HR, ITC Infotech, states how crucial it is to ensure a mature ecosystem that balances their diverse skills and needs. “Similar to creating an environment where all high
performers can thrive, organisations must develop processes, systems, behaviours, and a supportive culture that facilitate the success of polymaths,” she explains.
“While the shift in focus favours the thriving of polymaths, organisations must consciously work on these elements to retain and nurture them effectively. Without addressing these considerations, organisations may struggle to harness the full potential of polymathic talent,” she asserts.
Integrating polymaths: Maximising their potential in the system
To have or not have polymaths in organisations also depends on the perspective of companies towards them. Some companies may prefer individuals with specialised knowledge in specific areas rather than polymaths. This preference may arise because polymaths tend to challenge the status quo and consistently generate new ideas. However, the acceptance of polymaths ultimately hinges on the organisation’s willingness to embrace and implement such ideas.
To effectively leverage and integrate polymathic talent into the organisational structure, organisations need to foster an environment that promotes learning. “Agile methodologies, matrix structures and cross-functional teams are examples of organisational structures and platforms that facilitate the functioning of polymaths. The polymaths are the ones who connect the dots and drive success when diverse teams come together,” points out Burman.
Additionally, “Organisations can adopt fluid job roles, assembling interdisciplinary teams and assigning polymaths to crossfunctional projects. This will ultimately foster a knowledge sharing and learning culture and will help the team by providing mentors and role models,” asserts Das.
It is also essential for polymaths to move away from rigid role definitions based on specific skill sets or knowledge, and instead, focus on broader outcomes. This allows them to bring their multidisciplinary perspectives and problem-solving abilities to bear on a wider range of challenges.
“Polymaths not only possess theoretical knowledge and models but also have practical experience and expertise. They derive deep understanding from real-life applications. This proficiency prevents them from engaging in aimless experimentation. Even when they do experiment, they are aware of potential outcomes and can advise on risks and outliers,” says Burman.
For instance, not everyone and anyone can be an engineer. To be recognised as an engineer or a doctor, one must undergo years of rigorous specialisation. It is specialisation that brings depth of knowledge and the discipline of real-world application. When polymaths approach problems, they exude credibility and inspire trust. Their expertise enhances their trustworthiness, thereby increasing the value they can provide as a service or solution to their business stakeholders.
Furthermore, “Polymaths are able to see the big picture, come up with creative solutions and adapt to change, which makes them well equipped to solve complex problems that transcend traditional boundaries,” enunciates Das of BCCL.
For instance, when companies are struggling with inefficiencies in their supply chain, polymaths with diverse knowledge across business, logistics and technology can comprehensively analyse the entire supply chain ecosystem, and identify interconnected factors impacting efficiency. They can propose innovative solutions that address bottlenecks, optimise processes and leverage emerging technologies.
Their holistic perspective, creative problem-solving skills, and adaptability enable them to provide a comprehensive and effective solution that transcends traditional boundaries, resulting in enhanced supply-chain performance.
However, hiring of a large number of polymaths is neither necessary nor likely. This is because, true polymaths are not easy to come by. Therefore, careful consideration should be given to the deployment of polymaths within the organisation. “The organisation’s appetite for embracing polymathic thinking should be well defined and aligned with its strategic goals,” states Mazumdar.
Challenges faced by polymaths
Polymaths also encounter challenges within traditional organisational structures due to a lack of clear control and responsibility delineation. They often face challenges navigating their professional journey due to the lack of well-defined career paths in many organisations.
In the manufacturing space, for instance, the integration and progression of polymaths may be challenging. However, certain organisations, especially technologydriven companies and startups, have embraced the true potential of polymaths. These organisations effectively harness the expertise and talents of polymaths by operating with smaller, collaborative teams that work towards a shared vision.
Even though polymaths have extensive knowledge in various subjects, it’s important for them to accept that they do not possess knowledge in every domain. Acknowledging their limitations and understanding that they cannot know everything is crucial.
“It’s important to be aware of the extent of one’s knowledge and understand the boundaries of expertise. Falling into the trap of overestimating one’s capabilities, known as the Dunning-Kruger effect, is a common human tendency that should be avoided,” says Mazumdar of Centum Electronics.
Likewise, organisations should acknowledge that while polymaths bring a wide range of knowledge and expertise, they may not have all the answers or solutions to every problem. It’s essential for organisations to understand that by hiring a polymath they have not found a single source of solutions for all their problems.
What does it take to be a polymath?
It is important to recognise that not everyone can be a polymath. One requires a specific mindset, a unique set of abilities and a high level of energy. Not everyone possesses these qualities. While it is beneficial to have polymaths within an organisation, it is also crucial to acknowledge that they are relatively rare individuals. There will always be a larger number of specialists compared to polymaths.
“Being a polymath in today’s world is highly challenging due to the rapid advancements in every field. It requires significant time and effort to attain deep knowledge and expertise of multiple areas. This made true polymaths rare even in ancient times. While a broader definition may include individuals with knowledge in various subjects, those possessing extensive knowledge in numerous diverse areas are limited in number. Achieving such breadth of expertise has become increasingly difficult in today’s work environment,” enumerates Vivek Tripathi, VP-HR, NewGen Technologies.
