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Kevin Kelly

"We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks."

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"We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks."

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Kevin Kelly
"But in a turbulent environment the change is so widespread that it just routes around any kind of central authority. So it is best to manage the bottom-up change rather than try to institute it from the top down."
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Kevin Kelly
"The great advance of personal computers was not the computing power per se but the fact that it brought it right to your face, that you had control over it, that were confronted with it and could steer it."
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Kevin Kelly
"Managing bottom-up change is its own art."
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Kevin Kelly
"The way to build a complex system that works is to build it from very simple systems that work."
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Kevin Kelly
"It's generally much easier to kill an organization than to change it substantially."
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Kevin Kelly
"Managers tend to treat organizations as if they are infinitely plastic. They hire and fire, merge, downsize, terminate programs, add capacities. But there are limits to the shifts that organizations can absorb."
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Kevin Kelly
"The organization and the environment are in concert."
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Kevin Kelly
"The way that organizations and organisms anticipate the future is by taking signals from the past, most the time."
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Kevin Kelly
"But in fact, when you try to model that on a computer you find that because of the very structure of matter and of the chemical bonds that are the basis of every organism, evolution is not random at all. It will tend to follow certain paths."
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Kevin Kelly
"When a system is in turbulence, the turbulence is not just out there in the environment, but is a part of the organization or organism that you are looking at."
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