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Shaping the Adaptive Organization

Landscapes, Learning, and Leadership in Volatile Times

William E. Fulmer

AMACOM, 2000

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Qualities

Analytical
Innovative
Scientific

Recommendation

Author William E. Fulmer uses a biological analogy to discuss how organizations form and evolve in an environment that changes through co-evolution with other organizations. Organizations must be ready to learn, and need leaders who can help participants understand change and adapt to it. Though strategic planning can help, Fulmer emphasizes preparing for continual adaptation. His thoughtful, in-depth discussion draws on research from biologists, philosophers and various academic and business writers to create a biological model. He weaves in examples of businesses that have thrived or failed based on their ability or inability to adapt. When Fulmer veers away from his biological analogy, he starts to sound much like many of the other adapt-or-die prophets out there today, but nevertheless, getAbstract.com recommends this solid presentation of a complex subject to executives, top managers and academics.

Summary

Long-Term Planning: A Thing of the Past

The business world is really part of a complex adaptive system in which you cannot predict the future or control developments in a highly precise way. Thus, the key to survival is being able to adapt responsively as changes occur.

In general, successful business leaders in the near past have played by the rules, followed best practices and engaged in reengineering as seemed appropriate. Their goal was to improve on those things their businesses were already doing. Now, the world is changing so fast that this approach no longer works. Successful leaders must have clear objectives and a willingness to challenge the way things have been done in the past.

Examples from the technology industry and from relatively large diversified companies show that successful firms adapt well to significant change. Yet, many business leaders recognize that they have to create more adaptive organizations to respond to change. This awareness is just the first step because many managers, executives and business professionals feel their organizations are not very good at dealing with today’s rapid changes.

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About the Author

William E. Fulmer is a senior fellow and senior vice president of the Executive Development Center of the Harvard Business School. He served on the faculties of George Mason University, the College of William and Mary, and the University of Alabama. He has written several books and monographs and has had articles published in the Harvard Business Review California Management Review Business Horizons and other journals. He consults and teaches in executive development programs worldwide. He received his Ph.D. and M.A. from the University of Pennsylvania and his MBA from Florida State University.

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