In a world where flexibility, adaptability, and growth are more than just buzzwords, the old models of work and skill development are starting to show their age. We’ve all been trained to think in terms of the “T-shaped” employee – a model introduced in the 1980s that describes someone with deep expertise in one area, balanced by a broad but shallow knowledge across multiple domains. For a long time, this has been the holy grail of workforce development: the ideal blend of specialization and collaboration.

But as the pace of change in organizations accelerates, this tidy model no longer seems adequate. The complexities we face today demand something more versatile, more agile. Enter the concept of the “V-shaped” employee, a framework introduced by Jeroen Kraaijenbrink that adds a critical layer to the conversation.

Let me explain why this shift in thinking is so crucial, especially if you’re managing teams, teaching future professionals, or steering your own career in today’s volatile environment.

The T-shaped employee – characterized by depth in one area (the vertical part of the T) and shallow knowledge across a wide range of fields (the horizontal part) – has been celebrated for its utility in fostering cross-disciplinary collaboration. The idea is simple: specialists are valuable, but so is the ability to connect with colleagues from other fields, making communication smoother and innovation more likely. That’s all well and good. But if you’ve ever managed a team or navigated your own career trajectory, you know that workplace realities demand more than a broad grasp of unrelated topics.

What the modern world of work needs is not just breadth, but also “medium-depth.” This is where the V-shaped employee comes in. V-shaped employee still has that critical vertical expertise, but instead of simply accumulating a shallow understanding of peripheral areas, they cultivate what Jeroen aptly describes as “adjacent knowledge” – skills and understanding that sit just beyond their core area but are deep enough to allow real versatility.

Imagine this: a marketing professional who also has significant knowledge of data analytics – not just enough to have a casual conversation, but enough to run meaningful campaigns and interpret complex data patterns. Or think of a software engineer who not only codes but also possesses solid grounding in product management. These are not people dabbling in shallow waters; they’ve expanded their core competency to include neighboring territories that enhance their primary role. It’s this adjacent knowledge that allows employees to shift gears when needed, to step up in a crisis, or to grow into roles they hadn’t originally imagined for themselves.

This model resonates with me personally. I’ve seen its power in the students I teach, the professionals I coach, and even in my own career. Early in my work, I specialized in a very particular area. But as I grew, I recognized the need to go deeper – not in unrelated fields, but in adjacent spaces that directly supported my core expertise. This shift in mindset was transformative. It wasn’t about abandoning my deep knowledge or turning into a generalist. It was about enriching my capabilities in ways that allowed me to be more adaptable, more resilient, and, frankly, more valuable.

But let’s be clear: cultivating V-shaped employees doesn’t just happen by accident. It requires intentional effort – both from the individual and the organization. In my experience, the most successful teams are those where leadership fosters an environment of growth beyond rigid job descriptions. This might mean offering cross-functional projects, investing in targeted learning programs, or simply encouraging curiosity about areas that overlap with one’s primary responsibilities. It’s not about encouraging people to stray far from their core skills, but rather to build adjacent expertise that makes them more versatile.

Think of the V-shape as the perfect antidote to an overly specialized workforce. It offers a bridge between the narrow focus of deep expertise and the wide net of shallow generalization. And in today’s unpredictable world, versatility is no longer optional – it’s essential.

As leaders, whether you’re in a managerial role or guiding your own career, it’s time to ask yourself: How V-shaped are you? How V-shaped are your people? And, more importantly, how are you going to support this evolution? The answer lies in fostering an environment where learning is not a checkbox but a continuous, intentional process. It’s about creating opportunities that allow people to expand in ways that are meaningful and directly connected to their work.

The benefits are clear. Organizations with V-shaped employees are better equipped to adapt to the unpredictable, cross-disciplinary challenges of modern work. These employees are more agile, more resilient, and ultimately more capable of driving innovation because they can pull from a range of medium-deep expertise. They’re not confined to one specialty, nor are they spread too thin by trying to do everything.

I’ve seen too many professionals, especially those early in their careers, limit themselves to a narrow path because that’s what they’ve been trained to do. They focus on becoming the best in one particular area, and while that’s admirable, it often leaves them vulnerable to the rapid changes happening all around us. On the other hand, those who embrace adjacent learning, who push themselves to build medium-depth knowledge, are the ones who thrive. They’re the ones who can pivot when industries shift, who can step up when unexpected challenges arise.

If you’re leading teams, this means you must not only encourage but actively facilitate this growth. Don’t let your people get stuck in the mindset that their only value comes from their primary expertise. Instead, help them see the potential of expanding into adjacent areas that make them more dynamic, more versatile, and ultimately, more indispensable.

And if you’re navigating your own career, now is the time to invest in those adjacent skills. Ask yourself: What neighboring domains can I explore that will deepen my core capabilities? Don’t wait for someone to hand you the opportunity – create it for yourself. The future of work belongs to those who can move seamlessly between roles, not by being generalists, but by mastering the art of adjacent knowledge.

So, as you look to the future, remember: the T-shaped model may have been the gold standard, but the V-shaped employee is where we’re headed. It’s the evolution that meets the complexity of today’s workplace head-on. And if you embrace it, you’ll not only stay relevant – you’ll be leading the charge.

Once again, credit, of course, goes to Jeroen Kraaijenbrink for introducing this forward-thinking concept. His insights continue to cut through the noise, offering practical, actionable ideas that we can all use to navigate the rapidly changing world of work. I would highly recommend following him through his LinkedIn, if you enjoy thought leadership in strategy.