In the age of AI, gig work and consultant entrepreneurs by the dozen, an alarming trend has surfaced. We are outsourcing our creative collateral, strategy or both as a matter of course rather than exception.
The going thought is… ‘Of course, a niche entrepreneur can do it better. A consultant is smarter. AI is more eloquent. Piecemeal subcontracting is more economical as vendors race to the bottom on bids.’
But what’s the outcome?
A lack of pride in our work? A narrow vision of what we are capable of? A lack of confidence in our ability to learn and deliver? Maybe.
However, the larger risk is failing to own our destiny. Over outsourcing to the extent that your points of differentiation are no longer native means you are no longer….you. Anyone can project manage their way to mirror and mimic you. Only when you use all of your faculties can you compete. The proper use of external support is so that you can focus on your key competencies that deliver the most value.
What Does This Look Like?
Let’s consider both sides of the coin...
AI: Use it to brainstorm, challenge, error proof and refine. Do not use it to originate or create. Not only will its work lack originality, making your end product less differentiated and hence valuable, but your wares will not be yours and ownership can be questioned. Consider prompting it to translate a vision beyond your natural abilities into a reality. AI, then, becomes an extension of your original creative idea rather than a substitute for it. This works particularly well for images, such as the illustration below. (Thanks, Microsoft Designer!)
Vendor: If you are too busy to apply your expertise personally, why should someone pay you for it? Instead, seek vendor support for ancillary tasks that allow you to focus on your key competencies. Outsource your administrative rather than your creative. When creative is outsourced, SMEs find themselves herding cats and aggregating disparate elements. An additional beneficial utilization of vendors is for skills and tech too time-consuming or cumbersome to develop internally. Welcome support from those with skills complementary to yours while avoiding overlap.
What About Time Constraints?
Always keep the most strategic and high value contributions personal rather than paid for. Volume may mean that things you could do are best delegated, yet this needs to be a thoughtful, prioritized choice.
The Goal
The strength of a strategic or creative mind – which yes, strategy involves creativity and creative collateral is strategic – lies in melding expertise with project management. When self-awareness of one’s abilities meets due self-regulation, then passion can be positioned for maximum impact.
Both can coexist. Too often, we are accepting outsourcing passion and expertise for a multitude of reasons, including our own egos, in favor of amateur project management.
To the Point
Hang your hat on your key competencies and defend differentiation. Take pride in your creative.
Image source: Darwin Digital
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