Pursuing the Way of the Polymath

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I read a host of books in 2025 and at the top of my list of favorites sits “Genesis,” a work of nonfiction authored by the late Henry Kissinger, former Google CEO Eric Schmidt and former Microsoft VP of strategy Craig Mundie.

This book, subtitled “Artificial Intelligence, Hope and the Human Spirit,” is notable for many reasons, but a key takeaway for me was the concept of the polymath. I’m now convinced that to compete and prosper in the present and future age of business, one in which applied AI, physical AI and rapidly advancing technologies are the norm, successful business leaders must assume the persona of the polymath.

I once heard an expert defined as “a person who knows more and more about less and less until they know absolutely everything about nothing.” The polymath is the exact opposite. A polymath has deep knowledge across myriad subjects and disciplines and uses this wisdom and cross-disciplinary expertise in ways that drive novel problem-solving and innovation. As “Genesis” puts it, a polymath is “an extraordinary individual whose mastery spans multiple disciplines.”

True polymaths are highly uncommon. Count among their ranks Leonardo da Vinci, who mastered such subject areas as art, science, human anatomy and engineering, or scientific pioneer, literary figure, civic innovator and political scientist Benjamin Franklin. Perhaps known best for the Theory of Relativity, Albert Einstein excelled in physics, math and philosophy and was a noted advocate for civil rights and international cooperation. Many believe that Bill Gates is a genuine polymath.

While most of us will never gain the wide knowledge or notoriety of individuals like these, mimicking the attributes of the polymath must become a key strategy for the modern business leader.

An indication as to why was promulgated in the 2004 book “The Medici Effect,” authored by Frans Johansson, whose concept is that breakthroughs in innovation and advancement take place not deep in an individual discipline, but where various market sectors, cultures, fields, cognitive styles and mindsets intersect and overlap.

For instance, in a recent speech I delivered at a meeting of the National Center for Next Generation Manufacturing, I argued that there are 11 technologies that will transform manufacturing in the coming years. Examples include advanced materials, biomimicry, electrification, telemetry, vision systems and, of course, AI. My point was that breakthroughs in manufacturing will come not from innovation in these areas individually, but at the points at which these technologies converge. Take for example humanoid robotics, which are a product of all of these and more.

In the past, to excel in the world of manufacturing it was enough to be an expert in a single discipline; mechanical or industrial engineering to name just a couple examples. Going forward, innovation and leadership in manufacturing will require more polymaths. I’m not saying I have cracked the code, but in a quest to maintain tip-top knowledge in a wide variety of disciplines I’m pursuing my own polymath journey through a wide series of endeavors.

Success in manufacturing in 2026 and beyond will require a wide range of interests and knowledge.

I read several publications including the Wall Street Journal, Politico, Reuters and The Hill daily, selecting from headlines across politics, real estate, opinion, sports and human interest. Most weeks I listen to eight separate episodes of two political podcasts. At the risk of flattery of my editor and publisher, I’ll share that I dive deep into several Gardner Business Media publications every month as well.

I spend more time than I should on LinkedIn, X and YouTube Shorts but the content that AI curates specifically for me helps me keep my edge on topics of interest.

I serve as a board advisor or board director to 10 organizations. A wise friend once told me to never join a board unless there’s something I can learn by serving. It’s amazing what insights I gain just by listening to the opinions, experiences and suggestions of my fellow board members.

I have a soft spot for video games. Several years ago, I had to lock myself out of the online gaming universe Fortnite when it became clear that it was consuming too much of my time. In 2025, I found myself spending a little too much effort on online backgammon so in 2026 I’ve disciplined myself to pick up a book every time I’m tempted to play. This practice gives me even more time to engage in one of my favorite activities: reading books. As I write this piece, I have four books stacked in my backlog. I’m just finishing “The Thinking Machine.” the story of Jensen Huang and NVIDIA, by Stephen Witt. Right behind that are books on leading already high-performing teams, on leading in education through intentional influence, authored by my friend Ben Johnson, Stephen King’s “The Shawshank Redemption” (loved the movie, always wanted to read the short story) and a book feeding my bizarre fixation with surf culture. Talk about a wide variety of disciplines!

The strategies go on. In 2025, I spent a week in China, a week in Canada, a week in the San Juan Islands, attended 30-plus education and manufacturing conferences, delivered almost 20 keynote addresses, met with more than 50 technology companies, looked at dozens of private equity and venture capital deals, met with many elected representatives including the Speaker of the U.S. House of Representatives, spent several days in meetings in Washington D.C., visited numerous museums, libraries and bookstores and recorded 52 episodes of The TechEd Podcast with really fascinating guests from whom I learned a ton.

Anything and everything to expand my knowledge across disciplines.

Success in manufacturing in 2026 and beyond will require a wide range of interests and knowledge. In short, it will require all leaders to pursue the way of the polymath. This is my polymath strategy. Yours will and should look much different. Do you have one?