We spend bucket loads identifying talent, then organize it out of existence.

Everyone talks about keeping the main thing the main thing. We identify priorities perfectly, then completely fail to structure around them.

It's like knowing your star striker scores 80% of shots, then playing them at left back.

Traditional department structures are killing performance. We organize around history, not excellence.

Think about it. On the field, if you have the competition's best player, your entire strategy revolves around getting them the ball. Maximum touches. Maximum impact.

Off the field? We bury that same thinking under org charts drawn in 1987.

While your competitors cling to conventional structures, the winners are already rebuilding. They're fighting tomorrow's war. You're still using yesterday's formation.

Your A+ players have spikes - areas where they're genuinely world-class. Some organizations see these spikes as problems. Too difficult. Too unconventional. Too risky.

Winners see them differently. Underpriced value the market consistently misses.

Here's what the market gets wrong: It overvalues the "complete package" - those safe, well-rounded players who excel at nothing. Meanwhile, it underprices the specialists with edges. The ones with opinions. The game-changers.

Smart organizations map the spikes first. Where does each person excel? What lights them up? Where's their passion pointing?

Then comes the hard part. Asking your domain leaders: Where's the industry heading? What moves the needle most? What should we actually focus on?

You might not love their answers. That's fine.

If someone's truly A+, disagree and commit. Back them fully. Let them run.

Why does this work? When people own the direction - especially one you initially disagreed with - they bring different ammunition. They'll work nights to prove it right. They'll find solutions you never imagined. They're not just executing someone else's vision; they're building their legacy.

When A+ players deliver - and they will - something magical happens. Success meets ownership. They feel valued because they ARE valued. Part of the strategy, not just executing someone else's.

But here's the thing: You can't get there overnight. It takes phases. First, identifying the spikes. Then, having courage to reorganize. Finally, creating the forums where these exceptional minds shape strategy, not just execute it.

The more you take council from these spiky talents - the more you create environments where they weigh in on the problems that matter - the more efficient you become. Not because you have more meetings. Because you have the right people driving the right conversations about the right things.

Some will warn you about "difficult" talent. The sharp edges. The strong opinions.

Sure, sometimes you catch a nick. But short-term discomfort beats long-term mediocrity.

The choice is yours. Keep your best players in boxes drawn by predecessors. Or rebuild around their strengths and watch what happens.

When you bring home the chocolates, you'll wonder why you waited so long.