The idea of T-shaped individuals and organizations has been around since the 1990s, and it endures because of its simplicity. A T-shape combines depth in one discipline (the vertical line) with breadth across others (the horizontal line). Depth provides expertise. Breadth provides adaptability and collaboration. Together, they enable resilience in complex environments.

By contrast, I-shaped individuals or teams focus narrowly on one discipline. That kind of specialization can create competitive advantage in certain cases, but it often comes at a cost: rigidity, silos, and difficulty adapting when markets shift. Innovation usually happens at the intersections—by stretching into what you don’t yet know.

So what does being T-shaped look like in practice?

• A UX designer with deep design skills and enough fluency in code and content to collaborate across disciplines.

• A brand strategist rooted in positioning but able to connect narrative to business objectives and customer experience.

• A leader with financial expertise who also understands technology and organizational dynamics.

These individuals don’t just stay in their lane—they understand enough of the whole system to build bridges. That breadth is what makes their depth more impactful.

Organizations can be T-shaped too. Companies like Apple, Google, and Tesla have deep verticals in product and engineering, but their horizontal strength comes from integrating design, brand, marketing, and operations. That ability to connect across functions is what creates enduring differentiation.

For individuals, the T-shape is never static. Depth grows with practice and mastery. Breadth grows with curiosity and collaboration. The more expansive your T, the better prepared you are for a business landscape defined by volatility and change.

So ask yourself and your organization: what’s your shape? Are you siloed like an I—or adaptive like a T?