Efficiency: The Excuse Smart People use to do dumb things to show how smart they are! *

Alfred Korzybski’s warning “Mistaking the map for the territory” is a timeless critique of reductionism. Maps are abstractions, simplifications of reality.

The Trap of the Map

We meticulously craft spreadsheets, KPIs, and job descriptions, treating them as immutable truths, while the rich, messy, human reality slips through our fingers. CEOs and CFOs, and let's not forget Procurement, celebrate cost-cutting measures that boost quarterly profits.

They see the numbers climb, a neat, clean victory. But what they don’t see are the brilliant minds leaving due to slashed budgets, the innovative ideas stifled by risk aversion, or the long-term decay of employee morale. We optimise processes, but at what cost?

This article intends to 

Demonstrate while efficiency is a crucial aspect of business operations, a sole focus on it can hinder effectiveness and long-term competitive advantage.

With the desired outcome being an alternate perspective and tools to implement it at individual and business levels by embracing asymmetry and what I have coined ''Professional Amateurs''.

Speaking the same language doesn’t mean we have the same understanding of terms.

Defining Key Terms: To navigate this discussion, let's define some key terms I’ve used here:

Efficiency: Optimizing existing processes to minimize waste and maximize output within established parameters. Think of it as running a well-oiled machine.

Effectiveness: Achieving meaningful outcomes and strategic objectives. It’s about ensuring the machine is building the right product, not just running smoothly.

Asymmetry: Utilizing unconventional or unexpected strategies to gain a competitive edge. It’s the element of surprise, the move your competitor didn't see coming.

Divergent Thinking: Generating multiple creative ideas and solutions, often outside traditional boundaries. It’s the brainstorming session that leads to a breakthrough.

Professional Amateur: A new term to describe Individuals who bring an entrepreneurial, iterative approach to established organizations, willing to take bold risks and learn through experimentation. They are the catalysts of change.

Efficiency vs. Profitability: Two Sides of the same Coin

Efficiency is about doing things right; profitability is about doing the right things.

The Limitations of Linear Thinking - 2 Examples In Play Now

We often default to linear thinking, a cause-and-effect approach that prioritizes sequential processes. But the world is not always linear and we pay a high cost for behaving like it is.

Case Study: Nvidia vs. Intel: Nvidia, is the darling of the Tech world right now. How did it get here?

In early 2020, Intel’s market cap was double that of Nvidia. Today, Nvidia’s value is over 30 times ($2+ trillion) that of Intel. Intel relied on linear, sequential, general-purpose chips, like a bus picking up passengers one by one. Each task is completed before the next begins, ensuring predictability but limiting scalability.

Nvidia, on the other hand, thrives on parallel processing, like a fleet of bikes fanning out and moving simultaneously. Its GPUs handle thousands of calculations at once, powering AI breakthroughs.

Intel focused on cost per transistor, blinded to the paradigm shift in computing. Nvidia embraced asymmetry, and it paid off exponentially.

Case Study: Recruitment as a Microcosm of Linear Flaws 

The same pattern repeats in recruitment. In-house hiring is often justified as “efficient,” but it comes with sacrifices:

Market Perception: 

External searches signal investment in quality talent and ambition. It’s costly signalling, yes, but it broadcasts ambition to stakeholders and the market. Perception is everything. Imagine two companies: one posts a generic job advertisement which is just the same old job description on file. The other engages a Head-hunter.

Which one signals seriousness and a value-driven mindset about attracting the best talent?

Talent Trust: 

Incumbent HR /Talent teams face scepticism should they for example like to address reputational gaps, retention issues or even the fact that a role has been advertised repeatedly for a long duration.

Internal teams often lack the objectivity to challenge entrenched perceptions. They are too cautious about protocol, status quo, and saying the right things to not break with ‘tradition or rules’ i.e. compliant convergent thinking.

The question becomes: How do in-house hiring teams offer Asymmetry which is The Competitive Edge? 

Equally, how does the use of recruitment agencies where you have no skin in the game (great efficiency measure) yet equally get no commitment?

What is the value of your time? Unless you have an edge, you are the same as everyone else.

Asymmetry's Edge: 

A division head placement succeeded only after reframing the client’s narrative, tackling the “elephant in the room” with transparency, and launching a PR campaign. This required divergent thinking beyond HR’s usual scope. Instead of rushing to post an ad, we built a narrative, understood and produced a talent persona including mindset of the right talent, and then acted.

Nature’s Blueprint: Balancing Symmetry and Asymmetry 

Nature knows the value of an asymmetrical edge.

Ants and Bees: A small percentage of explorer ants (3–4%) venture off-trail, while the army moves in single file. These divergent-thinking ants discover new sources of sugar. 

Bees in addition to having a percentage of them who take off in alternate directions to find new enclaves of pollen also build hexagonal honeycombs for efficient productivity. 

It’s the perfect shape for minimizing waste and maximizing space. More importantly, it saves time and energy.  Nature balances symmetry (efficiency) and asymmetry (divergence). She does this after billions of years of trial and error to discover the hexagonal shape works best.

How long does your business spend in trial to confirm if an efficiency cost-cutting measure will yield the same results as these bees and ants?

Introducing “Professional Amateurs” 

Divergent thinkers, for whom I have coined the term “Professional Amateurs,” when they combine divergent and convergent thinking (more to come on this in my next article) bring an entrepreneurial, iterative approach.

Example: CEO Albert Boula at Pfizer: During the pandemic, he initiated parallel development, taking a bold risk to research and test as they went. He started building the distribution infrastructure before the drug was completed. Most would have played it safe, but Boula embraced the risk, and it paid off.

Quantum Shifts in Mindset 

From Differentiation to Integration Quantum mechanics reveals interconnectedness - a lesson for businesses that classic Newtonian thinking needs adjusting.

 For instance:

Hiring: Success hinges on narratives, trust, and market signaling, not just cost metrics.

Time and Convexity: Long-term investments (e.g., talent, R&D) yield exponential returns, akin to Warren Buffett’s “time in the market.” Convexity means small, consistent efforts compound into outsized gains—a principle nature embodies (e.g., bees’ iterative hive-building).

Embracing Divergence

Nature’s Trial-and-Error: Bees and ants optimize through iterative, parallel processes.

Business: Understanding there is a whole segment of talent you may be missing out on through an underappreciation of divergent thinking through cost cutting, efficiency measures.

How does this apply to Talent generally and Job-seekers

Narrative Over Resume: Instead of just listing skills and experiences (the "map"), craft a compelling narrative that showcases your unique value proposition. What is your competitive edge that will get you an interview even in the absence of all the right “skills”?

Targeted Approach: Don't just apply to every job posting. Research companies deeply to assess where their focus intersects with ideas and topics you are personally interested in. Your existing interest will infuse your communication with passion in addition to showing how you specifically can address those challenges (asymmetry).

Beyond Job Boards: Explore unconventional channels. Network actively, attend industry events, reach out to people directly, and leverage social media to showcase your expertise. Don't just rely on job boards (convergent thinking) nor rely on recruiters to sell you as they are handicapped by convergent thinking and survival of the fittest which means them first not you!

Costly Signalling: Invest in your brand. Create a professional website, build a strong online presence, and contribute to industry discussions with original and authentic ideas – they are in short supply. This signals your commitment and ambition (both costly signals).

Challenge Entrenched Perceptions: If you're changing careers or have gaps in your resume, address them proactively and transparently. Don't shy away from the "elephant in the room." Frame it as a strength or a unique perspective (asymmetry).

Embrace "Professional Amateur" Qualities: Highlight your entrepreneurial spirit, adaptability, and willingness to learn. Show that you're not afraid to take risks and think outside the box (divergent thinking).

Quantum Mindset: Understand that the job market is interconnected. Build relationships, nurture connections, and focus on long-term value. Don't just focus on getting a job; focus on building a career (quantum shift).

Conclusion

The Path Forward 

Organisations must move beyond linear, map-bound thinking to embrace systems that mirror nature’s balance—symmetry for stability, asymmetry for growth. This requires:

Valuing Context: Metrics are tools, not truths. A “successful hire” isn’t just about filling a seat; it’s about aligning talent with long-term goals.

Asymmetric Strategies: Prioritize parallel, divergent approaches. For instance, a company might retain a headhunter for roles where you need a competitive edge while using HR / TA for entry-level positions. Invest in narratives, trust, and innovation over short-term cost-cutting. A CEO unwilling to pay the cost to hire top talent to boost margins may win quarterly praise but risks obsolescence – you are economising on a Competitive Edge.

By aligning with these principles, businesses can avoid mistaking spreadsheets for reality and cultivate sustainable, exponential advantages, much like Nvidia’s GPUs or Pfizer’s pandemic pivot.

• Adapted from a phrase in ‘’Mindset: The New Psychology of Success”- Carol Dweck