With most human endeavours people need to be able to do both. Having no context switching, and only deep work is going to lead to outcomes that are divorced fro

With most human endeavours people need to be able to do both. Having no context switching, and only deep work is going to lead to outcomes that are divorced from the reality of the business. These kinds of divisions were tried in the middle of the twentieth century when all big companies had dedicated research divisions: think Bell Labs. While the technology outcomes were often spectacular, very little money, if any, were made from these divisions. On the other hand, if all you do is context switching and busy work, then the organisation will never grow and move forward, forever bound by the whims of the market.