Sublime

Guy Kawasaki, “From the Desk of Management Changes at Apple,” MacUser, December 1991, and then a follow-up piece, “How to Prevent a Bozo Explosion,” How to Change the World, February 26, 2006, http://blog.guykawasaki.com/2006/02/how_to_prevent_.html.

What determines which stage an organization operates from? It is the stage through which its leadership tends to look at the world. Consciously or unconsciously, leaders put in place organizational structures, practices, and cultures that make sense to them, that correspond to their way of dealing with the world.

You can learn a lot about your organization’s adaptability by looking at its meeting protocols. Protocols include what kinds of meetings are held regularly, who gets invited to them, and how the agenda is established. They speak to how power is distributed in the organization and what information is exchanged.

To make effective change take place, managers need to find a way to tap this rhythm—-to create not only time to think, but time for different types of thought and collective discussion. Our preferred tool for this is the “wheel of learning.”*

But the company is able to crank out high-quality work year after year because its core capabilities are rooted in its processes and values rather than in its resources. I sense, however, that these capabilities of McKinsey also constitute its disabilities. The rigorously analytical, data-driven processes that help it create value for its clients i

Adaptive leadership requires understanding the group’s culture and assessing which aspects of it facilitate change and which stand in the way.

Peter Drucker and his