Turning to the sort of economic success that one achieves by way of one s work, neither conformists nor non-conformists necessarily achieve greater success than the other group.
In consumer-driven industries, where innovation, product differentiation and creativity are crucial to lasting success, non-conformists who take unique approaches tend to recognize emerging trends and to rise above their peers. For example, Ted Turner s departure from the traditional format of the other television networks, and the responsiveness of Amazon s Jeff Bezos to burgeoning Internet commerce, propelled these two non-conformists into leadership positions in their industries. Particularly in technology industries, where there are no conventional practices or ways of thinking to begin with, people who cling to last year s paradigm, or to the status quo in general, are soon left behind by coworkers and competing firms.
However, in traditional service industries--such as finance, accounting, insurance, legal services, and health care--personal economic success comes not to non-conformists but rather to those who can work most effectively within the constraints of established practices, policies and regulations. Of course, a clever idea for structuring a deal, or a creative legal maneuver, might play a role in winning smaller battles along the way. But such tactics are those of conformists who are playing by the same ground rules as their peers; winners are just better at the game.
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