Researching Max Mckeown

McKeown is an advocate of innovation culture. He also argues that failure can be positive for progress if it is viewed as part of learning (Chynoweth, 2010). He makes a distinction between change and progress, "change is inevitable but progress is not" (McKeown, 2008). His work described how 'creativity doesn't come from hiring the right people, but from creating the right conditions' (Buchanan & Huczynski, 2013, McKeown, 2008). He also argues that "reacting matters as much as planning" and that strategy is effective only when it shapes events in the real world (McKeown, 2011).

In Adaptability, a contribution to innovation literature he sets out four levels of adaptation that social groups can achieve. Collapsing is the end of the social group. Coping is survival 'without prosperity, pride or joy'. Thriving provides benefits that are worthwhile and desirable. The final level, Transcending overcomes the limits of the old system, allowing more for everyone. The three step model of Adaptability (RUN) involves (1) Recognition of required adaptation (2) Understanding of adaptation required (3) Necessary adaptation. He describes High Adaptability (Killer) Cultures – or HACKs – as supportive of self-renewal that nurture and develop the talent of what he refers to as High Adaptability, High Achievement individuals – or HAHAs – who learn to become stronger when faced with adversity as compared to Low Adaptability, Low Achievement individuals – or LALAs – who become increasingly inflexible when put under pressure (McKeown, 2013).

Social groups, and individuals, attempt adaptation following three steps: First, recognition of the need to adapt. Second, understanding of the necessary adaptation. And third, adapting as necessary. In most societies there is a mix of different systems at different levels of adaptation fit. Many efforts to reach higher levels of adaptation fail because one or more of the steps is not completely successfully. People may fail to understand change is necessary, or not understand what kind of change is necessary, or simply avoid making those changes.

In The Strategy Book, one of the winners at the Chartered Institute of Management's Book of the Year Awards 2013 (Atherton, 2013), argues that "strategy is about shaping the future" (McKeown, 2011) and approaches strategy as something that people do, both as style of thinking and the combination of actions taken along with their consequences. He describes how individuals, and groups, can increase their ability to think and act strategically, by finding the best route to desirable ends with available means. He wrote the book to help real people use strategy partly in response to a call to action from Richard Whittington, writing about school of strategic management research known as Strategy-In-Practice (Whittington, 2002). In 2014, Japanese, Swedish and Portuguese translations will be published.