Focus is different from narrowness.

In many organisations, transversal thinking, broad perspective and the ability to integrate different disciplines are rightly valued. Leading today requires understanding complex systems and connecting diverse points.

The problem arises when this legitimate need is confused with the absence of focus.

Being transversal is not being everywhere. Being multidisciplinary is not dissolving one’s own territory. And permanently wearing multiple corporate hats is not a strength: it is often a sign of lack of design.

Focus is not narrowness. Focus is a territory of responsibility.

It means knowing where you contribute from, which decisions belong to each role and what impact is expected. It does not limit exploration and growth; on the contrary, it makes it possible. Only when someone has a clear territory can they collaborate, innovate and add value beyond formal boundaries without getting lost in the process.

When roles are blurred and focus is absent, people slip into a mode of constant multitasking. They respond to everything, are available for everything, but increasingly struggle to identify where they truly generate impact. Professional identity fragments and judgement weakens.

From an organisational perspective, the cost is high: excessive reliance on “all-rounder” profiles, invisible overload, decisions that are never fully owned and a culture that rewards busyness over contribution.

Well-understood transversal collaboration rests on clear focus. Innovation needs space, but it also needs boundaries. And responsible leadership means helping others not to lose themselves, not pushing them to carry everything.

Having focus is not saying no to learning or collaboration. It is saying yes to a specific responsibility from which to grow.

Because when everything is a priority, nothing is. And when no one has a territory, the organisation ends up operating without real direction.

By Miriam Ponce

Director Corporate Culture & Governance