Track where your capability is overly concentrated

When it fits

• Your strongest value depends on one employer, one product, one customer or one internal process.

When to avoid it

• Specialization can be rational and highly valuable; concentration is a risk to manage, not evidence that niche expertise is bad.

Checklist

• Single-vendor dependencies named.
• Single-employer dependencies named.
• Proprietary context separated from transferable mechanism.
• One adjacent application identified for major concentrated skills.
• No unnecessary breadth added.

Why it matters

For each major capability, note which parts depend on a single vendor, proprietary system, internal relationship or narrow industry rule. Keep the depth that pays, but choose one adjacent context where the underlying skill could be exercised or demonstrated. Treat diversification as a targeted hedge, not a demand to become generalist at everything.

Check your result

You can name both the economic advantage and the failure mode of your specialization.

Keep this limit in mind

• Specialization can be rational and highly valuable; concentration is a risk to manage, not evidence that niche expertise is bad.