People differ with regards to how much every career concept matches their opinion of what an optimal career concept is. People also differ in terms of how much their motives match each of the concepts.

However, career development is not only attained by helping others understand their own motives and perceptions of “success”. Career paths are also highly defined by one’s work organization, where we can speak of them in terms of organization cultures. Cultural inconsistencies are often “solved” by aligning the components according to one primary orientation, such as Linear (that is, a growth strategy with a tall pyramid structure, profit-oriented performance appraisal and promotion as the main reward).

The primary strength of the Career Model is that the underlying categories may build a bridge between the individual and organizational sides of business management. While HR staff tend to initially focus on individual applications, managers are typically more interested in possibilities to work more with the organizational culture. Because these two sides can be combined, HR can get more strategically oriented and the management may enjoy higher precision in their employee policies.