Do you work in an organization with set modes of career tracks? How do you balance senior positions? We are modeled as Generalist, Specialist, and Civil Service. Historically the senior position was a Specialist, but the last six years it was three civil service and more of the Specialist senior positions below are being converted to civil. How are others configured?

Hi, we work with an expert track and a management track. Each track has different steps with a skill matrix junior , non, expert. 

A senior position have both in depth and broad technical knowledge of the specific field and adjacent fields in the industry. Within an organization, it is important that staff at senior position can collaborate among different departments and functional groups in order to move things forward and get things done, from technical prospective including architecture and major design areas. It is also critical that a senior position person to be adaptive and continuously advancing his or her technology stacks and maintain technical leaderships in today's dynamic and fast changing industry. 

"I've seen a similar evolution in career tracks. Historically, senior roles were dominated by Specialists, as technical expertise was critical to driving innovation and operational success. However, over the past few years, there’s been a shift towards more Civil Service leadership roles. This trend seems to align with a growing need for leaders who can manage cross-functional teams, drive strategic initiatives, and ensure governance and compliance—particularly in large or public-sector organizations.

That said, we’re careful to preserve the importance of Specialists, especially in senior roles where deep expertise is still critical. We've tried to strike a balance by ensuring that Specialist roles continue to offer clear paths to leadership positions, while also expanding Civil Service tracks to accommodate broader organizational needs.

In essence, the configuration reflects the shifting priorities of the organization, but it’s important to maintain flexibility. You need leaders who can navigate the complexity of modern organizations, but also retain and reward those with the deep expertise needed to innovate and excel in specialized areas."