Rethinking Talent: Pedigree Vs Potential

Recently, I read an intriguing article by Dr. Ankur Kalra, a foreign medical graduate, about his pursuit of an academic career in the United States. Dr. Kalra studied internal medicine at AIIMS, New Delhi, India's top medical school, where a mentor encouraged him to pursue postgraduate training in the U.S. Although Dr. Kalra dreamed of joining a prestigious Ivy League fellowship, he learned just how competitive the process was—a friend pointed out that AIIMS had an acceptance rate of only 0.1%, far lower than MIT's 7.9% or Harvard's 5.4%. Despite being rejected by elite programs for not fitting the traditional pedigree, Dr. Kalra ultimately succeeded. He credits his determination and relentless work ethic—not just his credentials—for getting him there.

Pedigree

Pedigree refers to the prestige of a person’s previous employers, job titles, or educational background. Many organizations use pedigree as a key filter when shortlisting candidates, valuing degrees from top schools or experience at well-known companies. For individuals, having an impressive pedigree is something to aim for. For organizations, it adds credibility when choosing new hires.

Potential

Potential is a person’s capacity to learn, adapt, and make a difference in the future. It’s more than past achievements—it’s about the drive, courage, and creativity needed to lead in today’s complex world.

Pedigree Vs Potential

The debate between pedigree and potential is ongoing. Many experts have different perspectives, but research shows that pedigree isn’t always a reliable indicator of true ability or intelligence. In fact, relying on pedigree alone can be misleading—it often overlooks real talent and potential that go beyond impressive credentials.

Jim Intagliata developed a model that outlines four categories of factors that matter when thinking about executive potential:

1. Cognitive intelligence (Analytical, creativity, and pragmatism) 

2. Drive (Drive to achieve, resilience, and drive for broader Impact)

3. Emotional Insight (Self-Awareness and Regulation, Awareness of Others’ Emotion(s), Influencing) 

4. Demonstrated Learning Agility (Breadth and Pace)

As per the Manpower Group report 2025, nearly 3 in 4 employers worldwide report difficulty finding the skilled talent they need in 2025. This figure has doubled since 2014 (36%). In India, nearly 4 in 5 employers in India report difficulty finding the skilled talent they need in 2025. This figure has risen by 25% since 2014.  

With AI reshaping work and constant demands for new skills, businesses face unique complexity and change. In this environment, relying on pedigree alone to identify talent is short-sighted and can cause organizations to overlook truly capable candidates.

Rethinking Pedigree and Potential 

Pedigree can open doors and lend credibility early in a career, but it doesn’t guarantee the skills or potential needed to succeed. Relying solely on pedigrees to select candidates often leads to bias. For instance, job postings that call for 15-20 years of experience and a tag of top B school/premium institute make me question whether pedigree still matters after such career depth—the real value is in a person’s impact, not just their background.

Favoring pedigree can create “halo bias,” where initial impressions overshadow a candidate’s true capabilities. These risks pass over talented people who may lack elite credentials but offer rich experience and potential. If everyone in an organization shares the same prestigious background, Groupthink can easily take hold.

In today’s fast-changing world, what matters is drive and core abilities; overemphasizing credentials can exclude people with the motivation, courage, and creativity essential for future leadership. While specific jobs do need relevant qualifications, hiring for a pedigree and hiring for potential are fundamentally different. Today’s top companies increasingly value curiosity, adaptability, and hands-on experience over traditional resumes and degrees.

In my experience running talent reviews, we look for potential above all: we assess ability, agility, and ambition—not pedigree. We focus on skill and potential when it comes to succession planning, building a pipeline, or making critical hires. Organizations need people who stay relevant, not just those with the “best” backgrounds. It’s time for a shift: hiring should prioritize what someone can become, not just where they’ve been.

 "Our self-made pedigrees are far more important. These are woven from threads of ambition, desire, hard work, humility, motivation, passion, and work ethic. I graduated with an Ivy League diploma, but what I learned outside the catheterization laboratory was priceless—that cultivating a true pedigree is a labour of love that eventually gets its due", Ankur Kalra, MD, FACP, FACC, Houston Methodist DeBakey Heart and Vascular Centre.

I believe pedigree may provide the initial takeoff, but the potential lies in the runway—it sustains momentum and enables you to reach new heights. Organizations focusing solely on resumes and credentials risk missing out on talented individuals with the inner drive to succeed. When companies focus on skills and growth, not just credentials, they build teams that reflect the world around them. As Dr. Kalra’s journey shows, it’s not the pedigree you inherit, but the one you create through hard work and grit that counts. Our self-made pedigree—the qualities we cultivate through experience and effort—ultimately matters most.

References- 

1. Kalra, A. (2017). Perseverance versus pedigree. European Heart Journal, 38(23), 1789–1791. https://doi.org/10.1093/eurheartj/ehx268

2. Hewlett, S. A. (2024). The new rules of executive presence. Harvard Business Review, 102(1), 74–83. https://hbr.org/2024/01/the-new-rules-of-executive-presence

3. Riedl, E., Klein, P., & Street, C. (2021). Why you should invest in unconventional talent. Harvard Business Review. https://hbr.org/2021/05/why-you-should-invest-in-unconventional-talent

4. McKean, S. (2024, March 29). Leadership potential and the limits of pedigree. T³: Talent, Teams and Tech. https://tseanmckean.substack.com/p/friday-reflection-no76-potential

5. Brown, Z. (n.d.). Pedigree or potential: What is more important? LinkedIn. https://www.linkedin.com/pulse/pedigree-potential-what-more-important-zareena-brown/

6. Simonton, D. K. (2008). Scientific talent, training, and performance: Intellect, personality, and genetic endowment. Review of General Psychology, 12(1), 28–46. https://doi.org/10.1037/1089-2680.12.1.28