8 TECH OUTLOOKNovember 2017At a world-class research institute like the Broad Institute of MIT and Harvard, talent is explicitly our core strength. Talent, and its near cousin Intellectual Property, are not only our greatest assets but essentially our only assets. "Broadies," working together with our collaborators, create, sustain and widely disseminate compelling scientific research, open source software and data to accelerate the understanding and treatment of disease. This desire to "create, sustain and enhance compelling research" extends to all functions, including IT where we are relentlessly focused on helping to "enable science," our version of focusing on the business. To execute on this goal, we have to be thoughtful in the talent we recruit. This article focuses on how we think about talent and how the definition is changing in response to changes in technology.It should be no surprise that in this highly technical environment, filled with ground breaking research, innovation at The Evolution of TalentBy William Mayo, CIO, Broad Institute of MIT and Harvard every level, and highly demanding, specialized, unpredictable needs there is one constant: the demand for truly top-notch talent. The catch is that the definition of top-notch is changing. An example is how the combination of mature cloud models and the Machine Learning revolution are shaping the definition of what is needed to succeed.The Long ViewOne view of the history of technical careers is that over time the emphasis has moved from the "renaissance thinkers" who were famous for the breadth of their interests, to the development of very highly focused specialists in ever narrower disciplines. While this specialization allowed for amazing William MayoIN MY OPINION
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