Andrew Nimick
Point Concept
twitter.com/andrewnimInnovation has been a hot topic of late; mid-September I attended the NZCS 50 Years of Innovation conference.
It was great as we got to hear from some of the most innovative Kiwi’s in the ITC sector.Then, a few days ago Brett Roberts of Business IQ posted an article on unlimited.co.nz prior to heading for Melbourne to talk about the subject.
Brett used to be responsible for innovation at Microsoft New Zealand; and by the way, Microsoft is still a pretty innovative company, just take a look at their new home server.I commented that innovation needs passion and innovative organisations need passionate leaders. There is a lot of both in the Kiwi technology sector, which was clear from the keynotes at #NZCS50.
So I was really interested when Alexander Osterwalden posted an interview on businessmodelalchemist.com about innovation in which he made many comments about passion.
The IT sector is one where lowering costs can ala little passion to really achieve great things. The development times for an idea to achieve some recognition have been reduced. The sizes of development teams needed to create applications is smaller. Building for the web or mobile means it’s easier to create and then refine, it is easier to remain innovative with your core product for longer. There are no longer huge lead-up periods where an organisation has to pass the idea around the table.
We now have the situation where a single developer using cloud resources can develop something which once would have taken 10 or 20 people and 1000s of dollars.
In such an environment, innovation can become almost throw away. We should just do it and see; if it does not work, well, think of something else and start again.
In fact, innovation has to be almost throw away as it has to happen in increments more often than eureka moments. Look at Eddison and the light bulb.
Being willing to fail is important for the process on innovating and it seems to be something we do not encourage or teach to young students. So I was interested to find a post on just that subject, just before I finished this post. On the site connectedprincipals.com is a piece on author Steven Johnson’s new book. ‘Where Good Ideas Come From: The Natural History Of Innovation’.
And this comes back to a discussion at #NZCS50, how do we foster innovation? How do we engage young people to be the next innovators in IT?
It was generally agreed we needed to engage with schools and universities, but also that in doing so we needed to step away from teaching that IT was how to use a word processor and teaching how to create results and create tools.I have no doubt that in order to teach innovation, we, the teachers must first become innovative.
Brett
http://unlimited.co.nz/unlimited.nsf/technology/innovation-coming-soon-to-a-company-near-you
Business Model Alchemist
Connected Principals
http://www.connectedprincipals.com/archives/1075
Steve Johnson
http://www.stevenberlinjohnson.com/2010/06/where-good-ideas-come-from.html
My recent post on sunlive, referes to @brettroberts, @stevenbjohnson. Innovation requires some failure.
Innovation in Schooling: Taking Inspiration from Where Good Ideas Come From
Posted by Jonathan Martin on 10/03/10 • Categorized as Best Educational Practices,Professional Development
Like many participants here at CP, I find myself fascinated by innovation in our schools, in two ways: how can our schools be more innovative in the way they facilitate learning, and, even more importantly, how can our schools facilitate more innovation in the life-long mindset, habits, and actions of our students?
These topics are fascinating for me not just because of their importance (schooling must improve, and our world desperately needs our students to become life-long innovators for its vexing problems!) but also because of their complexity: I know I am embarked what will have to be a life-long learning project to grow in my understanding and leadership in these issues.
Today I want to try to take a few lessons from the forthcoming (Oct. 5) book by a favorite author, Steven Johnson: Where Good Ideas Come From: The Natural History of Innovation. (I am quoting from the advance reviewer’s proof.)
One very fun thing about the book for CP fans is its enthusiastic embrace of Twitter as a locus for innovation: Twitter is a “thriving platform [which] invites variation because it is an open platform where resources are shared as much as [or much more than!] they are protected.” Johnson himself is at @stevenbjohnson.
How can we promote greater innovation in our schools and in our student learning?
Explore the adjacent possible by enriching your environment with contemporary concepts and tools.
Innovative environments are better at helping their inhabitants explore the adjacent possible, because they expose a wide and diverse sample of spare parts– mechanical or conceptual– and they encourage novel ways of recombining those parts.
Johnson reminds us that innovation is always incremental; we can only do new things tomorrow because we did new things yesterday; yesterday’s improvements make tomorrow’s possible. But if we are not engaged with, and surrounded by, recent improvements, we cannot push forward to the future.
Environments that block or limit those new combinations– by punishing experimentation, or by obscuring certain branches of possibility, will, on average, generate and circulate fewer innovations than environments that encourage exploration.
Maybe the above is self-evident, but it nevertheless is so important as to be not ignored. Our learning environments must open themselves to the world and boldly embrace the new and the cutting edge, and must incorporate cutting edge tools and processes.
“Liquid Networks” are much more innovative than closed, atomized, or individuated environments. Johnson’s most compelling message may be to discard the notion that innovation happens in isolation as the result of solitary genius: it is anything but.
I have said this my self in the past, and the issues of failure and experimentation get a great deal of interest in Home education families and groups. Where they are seen as a positive experiences.
The issue for schools is that they are institutions which must provide results to prove that they are performing. This is not exactly conducive to experimentation.
When reading Steve Johnsons book I would suggest Principals have a look at the ways in which HE children interact in liquid networks. They may find things there which help them within the class room.
Yesterday was the first full day of the 50th anniversary of the New Zealand Computer Society Innovation conference.
The day was opened by Steven Joyce, Minister for ICT. He talked about the history of ICT in NZ and the future plans of the government to roll out the high speed network at a cost of $1.5 billion.
The government may be able to save some of that money if the Ministry for ICT and the Minister responsible for TV get together and sell some of the bandwidth which digital TV will make available in three years. Actually why wait three years to change to digital?Next up was Sam Morgan. Sam was informative and entertaining, admitting to some naughty innovation in his youth and then talking about TradeMe. But what he really wanted to talk about was the new Pacific fibre cable project he is part of and why he is. As he said, it does not matter how fast our national network is if we are still constrained by the telcos when it comes to overseas bandwidth and data coming into this country. This country needs unlimited broadband to play on the world field and engage its business and people in the future. I managed to catch up with Sam and ask him about Vendhq. I was interested if it fit in with comments he had made regarding the way payments are made in Africa, where financial transactions are being done by mobile phone and the web is mobile.
Just before lunch, Craig Neville-Manning of Google spoke to us about the work engineers at Google have done to help relief agencies in places such as Haiti. And how they have worked fast and put tools up then worked with the user base and changed to make them better. True agile development.
He went on to talk about the increasing opportunities for people to create things of value without the long tails of planning and resources. In a nutshell: if you have an idea, make it. If it does not work move to the next one. Do not spend months working out if it will work, just build it and see.After Lunch we heard from Rod Drury on how Xero has changed the face of accounting for small business. Xero has created the situation where the small business owner is requiring the accountant to use it, not using the package preferred by the accountant.
Xero was built for the end user not for the systems and organisations they use. So it becomes an interface to the bank, and the accountant.
Rod also talked about how to go after the money once you know your idea does work and secure the funds to really push it out.Next came Ian McCrae of Orion health. Ian built on something which came across from all the speakers today. The technology is great, but it will only get you so far. It’s the people you work with and the ways you work which will make the difference. Given space to think and encouraged to be engaged, your people will innovate and create solutions.
Throughout the day were other smaller sessions and the “working” day ended with a panel made up of Rod Drury, Ian McCrae, Craig Neville manning and opposition spokesperson on ICT Clare Curran. It was chaired by Designertech CEO Ray Delany.
One of the biggest issues which came out of this was the shortage of developers in New Zealand.
Rod Drury summed it up as “There are no developers knocking on Xero’s door.”
“I need ten.”
Ian MaCrae agreed with this saying he needed QA testers. This led to discussions about education and developing pathways into ICT.
How do we make it attractive, sexy even?
It was also suggested that all the dot net developers were too busy making sharepoint sites!
When asked how you get a job at Google, Craig replied that you could try working on open source projects. That tends to make you visible to other Google engineers.
Possibly because it is not often a day job!Through the day, the Twitter stream was buzzing with non attendees grateful for the updates. You can follow along by searching for #nzcs50.
This social component was missing from the planning of the event, which in some ways reflects the NZCS. On its 50 birthday I would suggest it needs to ask questions around how it intends to innovate and go forward for the next 50 years.
My post for day one from the NZCS50 conference for sunlive.co.nz
You know your process has gone wrong when it has this many activities in this many departments. I am betting half of these are actually tasks and sit within the actual activities. Exposing them does not help understanding.
Process diagrams like good processes should be simple. I think Seth Godin could have used this as a fail example.
A must watch for all UX and BA people out there. Its humorous and gets the message across. It may also one day just be what you need to convince someone that actually you do know what you are talking about and that yes supplying the paying user with a good experience is better for profits than making their life easier.
Okay, can every one and his uncle please stop going on about the new gmail priority filter thingy. Its not new and you still have to read your mail.
Its not new because the great guys who make GTDinbox did it ages ago for Firefox users and its really just a newer version of what can be achived with mutliple inboxes from the labs along with advanced imap controls.
Gmail has let you set up “action” labels for a long time then filter according to those labels. It is an integral part of my mail work flow and the main reason I use gmail via the web interface or mailplane on my mac.
Yep its a nice feature, but judging by the number of artcles in my reader stream it must be a quiet news day for this addition to be getting quite so much press.
What would have been really worth writing about was the news that Google are letting New Zealand users make calls from within Gmail. Now that I could read lots of articles about.
The Ten Commandments of an Entrepreneur
If you expect to succeed in the thrill-a-minute, roller coaster ride of a startup, let me assure you it takes more than a good idea, a rich uncle, and luck. In fact, the idea is often the least important part of the equation. Investors tell me that they look at the people first, the business plan second, and only then at the idea.
If you want some tips to beat the insurmountable odds, take a look at the following concepts, adapted from Richard C. Levy’s book, “The Complete Idiot’s Guide to Cashing in On Your Inventions.” He was talking about inventions, but I think his concepts apply perfectly to any entrepreneur starting a business:
- Don’t take yourself too seriously. Don’t take your idea too seriously, either. The world will probably survive without your idea. You may need it to survive, but no one else does. But there is no excuse not to love and laugh at what you are doing. I’m convinced that people who love their work are more innovative, as well as happier.
- The race is not always for the swift, but for those who keep running. It’s a mistake to think anything is made overnight other than baked goods and newspapers. You win some, you lose some, and some are rained out, but always suit up for the game and stick with it. It’s not speed that separates winners from losers; it’s perseverance.
- You can’t do it all by yourself. Entrepreneurial success is almost always the result of unselfish, highly talented, and creative partners and associates willing to face with you the frustrations, rejections, and seemingly open-ended time frames inherent to any business startup.
- Keep your ego under control. Creative and inventive people, according to profile, hate to be rejected or criticized for any reason. An out-of-control ego kills more opportunities than anything else. While entrepreneurs need a healthy ego for body armor, it can quickly get out of hand and become arrogance if not tempered.
- You will always miss 100 percent of the shots you don’t take. Don’t be afraid to make mistakes. If you don’t put forth the effort, you won’t fail, but you won’t succeed, either. Inaction will keep opportunities from coming your way.
- Don’t start a company just for the financial rewards. We all want to make money. That’s only natural. But you should be motivated by the opportunity to “make meaning” as well. People who do things just for the money usually come up shortchanged.
- If you bite the bullet, be prepared to taste gunpowder. Not every idea or decision works. For every action, there is always a criticism. Odds are, you’ll encounter far more criticism than acceptance. Learn from your mistakes, and don’t blame someone else.
- Learn to take rejection. Don’t be turned off by the word “No,” because you’ll hear it often. Rejection can be positive if it’s turned into constructive growth. My experience is that ideas get better the more times they are presented. “No” means “not yet.”
- Believe in yourself. One of the first steps toward success is learning to detect and follow that gleam of light Emerson says flashes across the mind from within. It’s critical that you learn to abide by your own spontaneous impression. Allow nothing to affect the integrity of your mind.
- Sell yourself before you sell your ideas. Be concerned about how you are perceived. You may be capable of dreaming up ideas, but if you cannot command the respect and attention of associates and investors, your proposal will never get off the mark, and you may not be invited back for an encore
As with all the other “ten commandment” articles I have seen, you should take these “lessons for success” with “a grain of salt.” Yet I’m betting that every entrepreneur out there can relate to these, and most of the long aspiring and unhappy entrepreneurs have broken one or more of the commandments. Maybe it’s time to confess your sins and start again.
Marty Zwilling
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Illustration: l-dopa
During the winter of 2007, a UCLA professor of psychiatry named Gary Small recruited six volunteers—three experienced Web surfers and three novices—for a study on brain activity. He gave each a pair of goggles onto which Web pages could be projected. Then he slid his subjects, one by one, into the cylinder of a whole-brain magnetic resonance imager and told them to start searching the Internet. As they used a handheld keypad to Google various preselected topics—the nutritional benefits of chocolate, vacationing in the Galapagos Islands, buying a new car—the MRI scanned their brains for areas of high activation, indicated by increases in blood flow.
The two groups showed marked differences. Brain activity of the experienced surfers was far more extensive than that of the newbies, particularly in areas of the prefrontal cortex associated with problem-solving and decisionmaking. Small then had his subjects read normal blocks of text projected onto their goggles; in this case, scans revealed no significant difference in areas of brain activation between the two groups. The evidence suggested, then, that the distinctive neural pathways of experienced Web users had developed because of their Internet use.
The most remarkable result of the experiment emerged when Small repeated the tests six days later. In the interim, the novices had agreed to spend an hour a day online, searching the Internet. The new scans revealed that their brain activity had changed dramatically; it now resembled that of the veteran surfers. “Five hours on the Internet and the naive subjects had already rewired their brains,” Small wrote. He later repeated all the tests with 18 more volunteers and got the same results.
When first publicized, the findings were greeted with cheers. By keeping lots of brain cells buzzing, Google seemed to be making people smarter. But as Small was careful to point out, more brain activity is not necessarily better brain activity. The real revelation was how quickly and extensively Internet use reroutes people’s neural pathways. “The current explosion of digital technology not only is changing the way we live and communicate,” Small concluded, “but is rapidly and profoundly altering our brains.”
What kind of brain is the Web giving us? That question will no doubt be the subject of a great deal of research in the years ahead. Already, though, there is much we know or can surmise—and the news is quite disturbing. Dozens of studies by psychologists, neurobiologists, and educators point to the same conclusion: When we go online, we enter an environment that promotes cursory reading, hurried and distracted thinking, and superficial learning. Even as the Internet grants us easy access to vast amounts of information, it is turning us into shallower thinkers, literally changing the structure of our brain.
Back in the 1980s, when schools began investing heavily in computers, there was much enthusiasm about the apparent advantages of digital documents over paper ones. Many educators were convinced that introducing hyperlinks into text displayed on monitors would be a boon to learning. Hypertext would strengthen critical thinking, the argument went, by enabling students to switch easily between different viewpoints. Freed from the lockstep reading demanded by printed pages, readers would make all sorts of new intellectual connections between diverse works. The hyperlink would be a technology of liberation.
By the end of the decade, the enthusiasm was turning to skepticism. Research was painting a fuller, very different picture of the cognitive effects of hypertext. Navigating linked documents, it turned out, entails a lot of mental calisthenics—evaluating hyperlinks, deciding whether to click, adjusting to different formats—that are extraneous to the process of reading. Because it disrupts concentration, such activity weakens comprehension. A 1989 study showed that readers tended just to click around aimlessly when reading something that included hypertext links to other selected pieces of information. A 1990 experiment revealed that some “could not remember what they had and had not read.”
Even though the World Wide Web has made hypertext ubiquitous and presumably less startling and unfamiliar, the cognitive problems remain. Research continues to show that people who read linear text comprehend more, remember more, and learn more than those who read text peppered with links. In a 2001 study, two scholars in Canada asked 70 people to read “The Demon Lover,” a short story by Elizabeth Bowen. One group read it in a traditional linear-text format; they’d read a passage and click the word next to move ahead. A second group read a version in which they had to click on highlighted words in the text to move ahead. It took the hypertext readers longer to read the document, and they were seven times more likely to say they found it confusing. Another researcher, Erping Zhu, had people read a passage of digital prose but varied the number of links appearing in it. She then gave the readers a multiple-choice quiz and had them write a summary of what they had read. She found that comprehension declined as the number of links increased—whether or not people clicked on them. After all, whenever a link appears, your brain has to at least make the choice not to click, which is itself distracting.
A 2007 scholarly review of hypertext experiments concluded that jumping between digital documents impedes understanding. And if links are bad for concentration and comprehension, it shouldn’t be surprising that more recent research suggests that links surrounded by images, videos, and advertisements could be even worse.
In a study published in the journal Media Psychology, researchers had more than 100 volunteers watch a presentation about the country of Mali, played through a Web browser. Some watched a text-only version. Others watched a version that incorporated video. Afterward, the subjects were quizzed on the material. Compared to the multimedia viewers, the text-only viewers answered significantly more questions correctly; they also found the presentation to be more interesting, more educational, more understandable, and more enjoyable.
The depth of our intelligence hinges on our ability to transfer information from working memory, the scratch pad of consciousness, to long-term memory, the mind’s filing system. When facts and experiences enter our long-term memory, we are able to weave them into the complex ideas that give richness to our thought. But the passage from working memory to long-term memory also forms a bottleneck in our brain. Whereas long-term memory has an almost unlimited capacity, working memory can hold only a relatively small amount of information at a time. And that short-term storage is fragile: A break in our attention can sweep its contents from our mind.
Imagine filling a bathtub with a thimble; that’s the challenge involved in moving information from working memory into long-term memory. When we read a book, the information faucet provides a steady drip, which we can control by varying the pace of our reading. Through our single-minded concentration on the text, we can transfer much of the information, thimbleful by thimbleful, into long-term memory and forge the rich associations essential to the creation of knowledge and wisdom.
On the Net, we face many information faucets, all going full blast. Our little thimble overflows as we rush from tap to tap. We transfer only a small jumble of drops from different faucets, not a continuous, coherent stream.
Psychologists refer to the information flowing into our working memory as our cognitive load. When the load exceeds our mind’s ability to process and store it, we’re unable to retain the information or to draw connections with other memories. We can’t translate the new material into conceptual knowledge. Our ability to learn suffers, and our understanding remains weak. That’s why the extensive brain activity that Small discovered in Web searchers may be more a cause for concern than for celebration. It points to cognitive overload.
The Internet is an interruption system. It seizes our attention only to scramble it. There’s the problem of hypertext and the many different kinds of media coming at us simultaneously. There’s also the fact that numerous studies—including one that tracked eye movement, one that surveyed people, and even one that examined the habits displayed by users of two academic databases—show that we start to read faster and less thoroughly as soon as we go online. Plus, the Internet has a hundred ways of distracting us from our onscreen reading. Most email applications check automatically for new messages every five or 10 minutes, and people routinely click the Check for New Mail button even more frequently. Office workers often glance at their inbox 30 to 40 times an hour. Since each glance breaks our concentration and burdens our working memory, the cognitive penalty can be severe.
The penalty is amplified by what brain scientists call switching costs. Every time we shift our attention, the brain has to reorient itself, further taxing our mental resources. Many studies have shown that switching between just two tasks can add substantially to our cognitive load, impeding our thinking and increasing the likelihood that we’ll overlook or misinterpret important information. On the Internet, where we generally juggle several tasks, the switching costs pile ever higher.
The Net’s ability to monitor events and send out messages and notifications automatically is, of course, one of its great strengths as a communication technology. We rely on that capability to personalize the workings of the system, to program the vast database to respond to our particular needs, interests, and desires. We want to be interrupted, because each interruption—email, tweet, instant message, RSS headline—brings us a valuable piece of information. To turn off these alerts is to risk feeling out of touch or even socially isolated. The stream of new information also plays to our natural tendency to overemphasize the immediate. We crave the new even when we know it’s trivial.
And so we ask the Internet to keep interrupting us in ever more varied ways. We willingly accept the loss of concentration and focus, the fragmentation of our attention, and the thinning of our thoughts in return for the wealth of compelling, or at least diverting, information we receive. We rarely stop to think that it might actually make more sense just to tune it all out.
The mental consequences of our online info-crunching are not universally bad. Certain cognitive skills are strengthened by our use of computers and the Net. These tend to involve more primitive mental functions, such as hand-eye coordination, reflex response, and the processing of visual cues. One much-cited study of videogaming, published in Nature in 2003, revealed that after just 10 days of playing action games on computers, a group of young people had significantly boosted the speed with which they could shift their visual focus between various images and tasks.
It’s likely that Web browsing also strengthens brain functions related to fast-paced problem-solving, particularly when it requires spotting patterns in a welter of data. A British study of the way women search for medical information online indicated that an experienced Internet user can, at least in some cases, assess the trustworthiness and probable value of a Web page in a matter of seconds. The more we practice surfing and scanning, the more adept our brain becomes at those tasks. (Other academics, like Clay Shirky, maintain that the Web provides us with a valuable outlet for a growing “cognitive surplus”; see Cognitive Surplus: The Great Spare-Time Revolution
But it would be a serious mistake to look narrowly at such benefits and conclude that the Web is making us smarter. In a Science article published in early 2009, prominent developmental psychologist Patricia Greenfield reviewed more than 40 studies of the effects of various types of media on intelligence and learning ability. She concluded that “every medium develops some cognitive skills at the expense of others.” Our growing use of the Net and other screen-based technologies, she wrote, has led to the “widespread and sophisticated development of visual-spatial skills.” But those gains go hand in hand with a weakening of our capacity for the kind of “deep processing” that underpins “mindful knowledge acquisition, inductive analysis, critical thinking, imagination, and reflection.”
We know that the human brain is highly plastic; neurons and synapses change as circumstances change. When we adapt to a new cultural phenomenon, including the use of a new medium, we end up with a different brain, says Michael Merzenich, a pioneer of the field of neuroplasticity. That means our online habits continue to reverberate in the workings of our brain cells even when we’re not at a computer. We’re exercising the neural circuits devoted to skimming and multitasking while ignoring those used for reading and thinking deeply.
Last year, researchers at Stanford found signs that this shift may already be well under way. They gave a battery of cognitive tests to a group of heavy media multitaskers as well as a group of relatively light ones. They discovered that the heavy multitaskers were much more easily distracted, had significantly less control over their working memory, and were generally much less able to concentrate on a task. Intensive multitaskers are “suckers for irrelevancy,” says Clifford Nass, one professor who did the research. “Everything distracts them.” Merzenich offers an even bleaker assessment: As we multitask online, we are “training our brains to pay attention to the crap.”
There’s nothing wrong with absorbing information quickly and in bits and pieces. We’ve always skimmed newspapers more than we’ve read them, and we routinely run our eyes over books and magazines to get the gist of a piece of writing and decide whether it warrants more thorough reading. The ability to scan and browse is as important as the ability to read deeply and think attentively. The problem is that skimming is becoming our dominant mode of thought. Once a means to an end, a way to identify information for further study, it’s becoming an end in itself—our preferred method of both learning and analysis. Dazzled by the Net’s treasures, we are blind to the damage we may be doing to our intellectual lives and even our culture.
What we’re experiencing is, in a metaphorical sense, a reversal of the early trajectory of civilization: We are evolving from cultivators of personal knowledge into hunters and gatherers in the electronic data forest. In the process, we seem fated to sacrifice much of what makes our minds so interesting.
Adapted from The Shallows: What the Internet Is Doing to Our Brains, copyright©2010 Nicholas Carr to be published by W.W. Norton and Company in June. Nicholas Carr(ncarr@mac.com) is also the author of The Big Switch and Does IT Matter?
This was the first article I happened to read using the new reader function of Safari 5.
Apt I thought.
The article appealed to me because of some work I have done and some I am about to do but also because I have been thinking lately about my own working methods and concentration. How much info can I process and how much is useful? I recently cut back on some of my rss feeds as I saw duplication and because I noticed I was skimming too much.
One thing I took from this research. Ebooks will not work with links in the text and a device for reading books should also have a feature to cut off any and all interruption
I will continue to read “real books” and will encourage my children to do the same.
To balance the develop of their processing capabilities.
It also
I was thinking recently about what it takes to “make” an expert. Bear in mind that for some of the roles for which we now have experts, there is no formal education. There are many ‘experts’ around. We have seen quite a few claims in social media arena. One or two may even be able to legitimately claim to be so.
Claiming you are an expert does not make it so, any more than claiming to a be a world class athlete makes it so. An expert is only an expert when you can prove from example and record. Just like an athlete.
It seems that the top athletes are not gifted at sport. They are gifted at being single minded and determined. They are consistant at being consistant and practicing. And what they are practicing it seems, is pattern recognition.
If this is true, and I think it is then it also explains what makes an expert. The ability to identify and act on patterns which they recognize, from experience and practice. But they have worked hard to get there, not just claimed it.
It is not that they are more intelligent, gifted or educated. It is that they have done the hard yards to learn and know intuitively what needs to be done and when. They may not have years of experience, rather the right experience. There is a difference
Because they concentrate on their field of endeavor, it is what they think about almost all the time, just like an athlete. They think about the issue you face from many angles and see patterns you are totally unaware of because you have so many “other” things to think about.
So if you need an expert to help your business maybe you should look for the person who seems a bit single minded with regard to your issue.