Establish an environment of continuous improvement. In the words of Malcolm X, “Education is the passport to the future, for tomorrow belongs to those who prepare for it today.”. Our research and experience suggest that the fundamental shifts in today’s business environment compel us to rethink the nature of strategy, organization, and consequently, leadership. Empathy led to huge success. -------------------------------------------------. You need to think about approaches other than the way it’s always been done. Technology now makes it possible for large groups to collaborate on complex tasks, such as product innovation, across functional and corporate boundaries. What about adaptive leadership? Introduction to Adaptive Leadership. Increase the agility with which the organization is able to correct itself. It is an electric version of the pressure cooker your grandmother once used. The ideas and practices surrounding adaptive leadership have been advanced in large part by Ron Heifetz and Marty Linsky in the books “Leadership without Easy Answers” and “Leadership on the Line” and more recently with the help of Alexander Grashow in the book “The Practice of Adaptive Leadership”. Jesus and Buddha belong in the third category alone. When the world turns up the heat, our community of Adaptive Leaders will know how to hold steady. What changes could we make to develop a more adaptive leadership model? Real change requires a critical mass of people across sectors approaching leadership differently. In an interview, Red Hat CEO Jim Whitehurst told BCG’s Martin Reeves that the success of the open-source technology company comes from the fact that it was able “to bring a huge ecosystem to bear that has been difficult for others to duplicate.”, Align the business model with its broader social and ecological context to create “social advantage” and strengthen the business’s sustainability. Indra Nooyi, chairman and CEO of PepsiCo, has spoken frequently of performance with purpose. As she pointed out in a recent interview, “The most important part of performance with purpose is the use of the word with. All leaders make mistakes. Transformation, Turnaround & Restructuring, Reference Guide on our Freedom & Responsibility Culture, Building an Innovation Democracy: W.L. Dr. Ron Heifetz and Marty Linsky at Harvard University developed adaptive leadership as a way to work within the fast-changing landscape of today’s business world. Trust in big business has steadily eroded. This dimension of adaptive leadership can feel strange if you’re used to operating strictly as a competitor, but what if you and your competitors could help each other out? Adaptive leaders also allow decisions to be made at lower levels in the organisation and minimise the number or organisational layers. Unless you focus on purpose, you cannot deliver performance. Adaptive leadership is based on a specific set of four characteristics seen as necessary for leaders facing adaptive problems. And even if it does work today, it may no longer be the best solution. And if you keep listening, they’ll give you a strategy.”3 Just as different organizational models are necessary for different environments, so too are different leadership styles. See the world through the eyes of others. In many industries, the success of a company depends upon the engagement of its extended ecosystem of suppliers and collaborators. ____________________________________________________________. We conclude with a quote from John Clarkeson, former CEO of BCG, who presciently and vividly Jazz vs. Symphony: Leadership will flow to those whose vision can inspire the members of the team to put their best abilities at the service of the team. The best solution will arise through learning and adapting to change over time. Manage the context in which actors interact, not the instruction set. Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. Adaptive leaders allow decisions to be made at lower levels in the organization, and—to reduce the time between stimulus and response—they minimize the number of layers between the field and the CEO.
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