Ichak Kalderon Adizes, Ph.D.
Over a the course of more than 40 years, Dr. Ichak Kalderon Adizes has developed and refined a proprietary methodology that bears his name. The Adizes Methodology enables corporations, governments, and complex organizations to achieve exceptional results and manage accelerated change without destructive conflicts. Leadership Excellence Journal named him one of the Top 30 Thought Leaders in the United States, and Executive Excellence Journal put him on their list of the Top 30 Consultants in America.
In recognition of his contributions to management theory and practice, Dr. Adizes has received 17 honorary doctorates from Universities in ten countries. He is honorary Chancellor of the University of Fredericton, Canada, received the 2010 Ellis Island Medal of Honor, holds the honorary rank of lieutenant colonel from the military and has been made an honorary citizen of two Eastern European countries.
Dr Adizes is a Fellow of the International Academy of Management and has served as a tenured faculty member at UCLA. He was a visiting professor at Stanford, Tel Aviv and Hebrew Universities and taught at the Columbia University Executive Program. He also served as Dean of the Adizes Graduate School for the Study of Leadership and Change, and is currently an academic advisor to the Graduate School of Management of the Academy of National Economy of the Russian Federation.
Dr. Adizes is founder and president of the Adizes Institute, based in Santa Barbara, California, an international consulting company that applies the Adizes Methodology for clients in the public and private sectors. The Adizes Institute was ranked as one of the top ten consulting organizations in the United States by Leadership Excellence Journal.
In addition to consulting to prime ministers and cabinet-level officers throughout the world, Dr. Adizes has worked with a wide variety of companies ranging from startups to members of the Fortune 50. He lectures in four languages, and has appeared before well over 100,000 executives in more than 50 countries.
He has written 17 books that have been published in 26 languages. His book Corporate Lifecycles: How Organizations Grow and Die and What to Do about It (subsequently revised, expanded and republished as Managing Corporate Lifecycles) was named one of the Ten Best Business Books by Library Journal.
Dr. Adizes and his wife, Nurit Manne Adizes, live in Santa Barbara County, California, and together have six children. In his leisure time, he enjoys playing the accordion and practicing meditation.
"Adizes is the best kept secret in America. Discover him! The sooner you do, the better off you’ll be." - Ken Blanchard, author of The One-Minute Manager.
Are you interested in learning more about the Adizes Methodology? We offer a complete library of books that carry a wealth of knowledge from Dr. Adizes.
To start exploring, download free sample chapters from the titles below (short registration is required). You can also visit our online store to explore the full list of titles we carry.
This book was written to help you discover your basic management style and compensate for your weaknesses so you can work better with others – subordinates, peers, and those you report to – whose management styles are different from your own. It does this by providing prescriptions to follow for each management style, notes from the battleground based on Dr. Adizes’ experiences in coaching executives around the world for the past 40 years.
Dr. Adizes’ premise, developed in this book, is that the ideal leader, manager, or executive—ideal in the sense that he can fulfill by himself all the roles necessary for the long-and short-term effectiveness and efficiency of an organization—does not and cannot exist. And that is the problem with contemporary management literature: it presents what the executive should do, (because that is what the organization needs) even though no one can do it. All the books and textbooks that try to teach us to be perfect managers, leaders, or executives are based on the erroneous assumption that such a goal is possible. This book explains why it is not. We are all barking up the wrong tree, spending millions of dollars to train and develop executives based on faulty logic.
This book helps managers identify the style of real people, not imaginary templates, and provides tools to build a team of people with complementary strengths and weaknesses, based on their different management styles.This book provides a methodology to classify styles identify their strengths and weaknesses, and predict how each style will make decisions, staff, motivate, and communicate; in a word, manage.
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Read the latest from Dr. Ichak Kalderon Adizes' Weekly Blog.
- Life is ChangeTo start with, can we agree that life is change? We are born, grow and age. Constantly changing physically, emotionally, intellectually and spiritually among many other dimensions.
- Nepotism vs. Materialism
I am in Astana, the capital of Kazakhstan. At the Forum for a sovereign state fund, Samruk Kazyna, to discuss organizational transformation.A distinguished British leader of a company with 350,000 employees speaks before me. He is focusing on what he believes is a major fault with the managerial practice in Kazakhstan.
- Dr. Adizes’ Speech at the Samruk Kazyna Transformation Forum in Astana
I have been invited to speak at a forum on how to make a holding company with 350,000 employees and assets of 100 billion dollars competitive in the global marketplace. The goal is straightforward enough: meet or exceed global indicators of success like EVA or ROI. Here is an edited version of my ten-minute speech delivered at the Samruk Kazyna Transformation Forum in Astana.
- What is Wrong With Business Schools?
Fifty years ago, when I received my MBA and doctoral degrees at Columbia University Business School, MBA programs were not yet popular. Since that time offers have grown like mushrooms after the rain, especially in Eastern Europe and the developing countries. What is wrong with that?
- The Value of Disagreements
People by and large find disagreement to be disagreeable. Annoying. Upsetting. And in the case of someone who is narcissistic, it is likely to engender belligerence. Why? Because disagreements interfere with our sense or desire for control.
- How to Compete with E-Commerce?
By now it is old news that Amazon “killed” the bookstores. We all know that bookstores are closing left and right. It is easier to buy books on the internet. The banking industry is in trouble too. But the impact of the internet is far greater, way beyond books and banking.
- On Core Competency and Value PropositionsOne of the cornerstones of strategic planning is, of course, to analyze core competencies and value propositions (what value you provide that makes your customers come to you and not to your competitors). We take that for granted. But should it be the responsibility of the CEO? Is that his role in the company?
- Change and Its Repercussions for The Banking Industry
Changes have always existed but their speed and frequency have become rather apparent. Changes are present in all areas of life, but here we focus on those happening in the banking industry. Banks are undergoing revolutionary changes and they must change or perish in their present form. The article explains why banks must change and what are the threats to both asset and liability sides they would face otherwise.
- Growing and Fixed PiesOkay, the title is a bit of a teaser. “Pies”, in this instance, are a serious business. When I use the term “a fixed pie,” I am referring to a belief system that assumes that if someone has a bigger piece of the pie, others have less.
- Change and Its Repercussions for Leadership - Presentation made at The World Economic ForumWhile change has been ever-present for millions of years, today, it has taken on a role in our lives that is far more formidable… and even dangerous. We now tend to find ourselves at a loss, unable to respond (to change) adequately or within a necessary time frame. In short, we are overwhelmed.
In my consulting experience, I come across many instances when people in the meeting say “IF” so and so happens than…And, I find this “IF” to be disempowering. It also does not point or direct us to think actively, proactively at what we will do.
- The Dimension of Time – What is it?Bjarni Snæbjörn Jónsson, a doctoral candidate from Iceland at the Adizes Graduate School for the Study of Change and Leadership pointed out to me to an interesting finding. Here it is in his own words, which I edited.
- Not All Energies Are the Same
Calories are related to physical energy. That is the energy we need to operate our body. That is the (P) energy, so to say. Exercise also gives and uses (P) energy. Whether the exercise leaves you with more net energy or less net energy depends on your physical condition and the degree of exhaustion from the exercise. But there are other forms of energy.
- Mixing Incompatibles
We know and have tested the hypothesis that in an organizational structure it is dysfunctional, to mix (P) and (E). Thus, Adizes methodology recommends not to have one VP for sales and marketing in the corporate structure. Why?
- Attitude for Mutual Trust and Respect
Mutual Trust and Respect have always played a central role in my thinking and, of course, in many of my books. The reason is simple: They provide the compelling underpinnings that all systems need in order to be successful. And by all systems I mean every kind from an individual (in which case it becomes Self Respect and Self Trust), a family, a business, a society, or even a macro system (meaning a nation-state). I would suggest that the concept applies to the global world as well.
- What is a “Real” Asset?
David Tice, a friend and a professor of Business from the University of California, Berkley, in a seminar that we jointly taught in Moscow, made a point on strategic planning which was illuminating. I want to share it with you. What is a real asset of a company? (He used the phrase “real core competence.”)
- The Relationship of Uncertainty, Risk, and Mutual Trust and Respect
I have been wondering for years how those concepts are related to each other. Here is my insight. If you will pardon the play on words,, change is constant…which means that something new always makes an appearance; it comes into being.
- Who Will Succeed?
There is change. Change means “something NEW is happening.” Whenever something new happens that impacts you, you have to decide what to do about it, and that includes the decision to do nothing. You must choose.
- What Should be the Goal of a Corporation?
Economists and conservative politicians say the goal of a business is profits–long-term profits. It makes sense: It is a clear goal. It is measurable. It represents the interests of the owners. But it has a problem nonetheless
- The Fear of…Success
You probably know, as I do, that fear of failure is a psychological concept. Do you ever wonder how that is possible? How someone can spend his life being afraid of failing? I have come across a different pattern of behavior, of people who fear success.
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Our methods apply to any private or public organization in any culture. Since 1971, Adizes has served clients in these 73 countries:
- Bosnia and Herzegovina
- Costa Rica
- Dominican Republic
- El Salvador
- Hong Kong
- Korea, South
- New Zealand
- Puerto Rico
- Russian Federation
- South Africa
- United Arab Emirates
- United Kingdom
- United States
Thanks for exposing us to the ‘Founders Trap.’ Your methods and facilitators have been enlightening."
– David Evans, Founder, Equinox Tree & Vine, November 2013
Adizes has been an invaluable resource and insightful advisor in my efforts to restore entrepreneurial vitality to mature business organizations throughout the world."
– Steven Miller, Former Chairman, President and CEO, Shell Oil Company, USA
We appreciated Ichak Adizes’ approach to doing business, his personal energy, charm and unrivaled professionalism. We thank him for the fruitful cooperation and assistance in solving complex organizational issues. Collaboration with Dr. Adizes and his team allowed us to adjust the management process and significantly improve the efficiency of the company."
– Dmitry Konov, Chairman of the Management Board and CEO of SIBUR Holding, Russia
Find the vision of future, knowing the present, keep focus on business, balance the human and technical aspects in the composition and management of a team, and finally manage for results. This is what Adizes provides us with remarkable depth and simplicity."
– Luiz Carlos Zambaldi, Technology Director, Safra Bank Brazil
Adizes offers the secret to understanding how to stay ahead of the transitions that organizations make and how to provide the leadership through those transitions to optimum performance."
– James C. Morgan, Chairman Emeritus and former CEO, Applied Materials Inc., USA
The Adizes Methodology for managing sustainable accelerated growth has been a major contributor to our success. In the ten years that we have worked with Adizes, we have grown from $260 million to $3.5 billion."
– Ricardo B. Salinas, Chairman & Chief Executive, Grupo Salinas, Mexico
Ichak Adizes - one of the outstanding people that works on the theory of management and leadership development. I have read many of his books and am a big fan of his."
– From the speech of Herman Gref, CEO and Chairman of the Board of Sberbank of Russia
Dr. Adizes’ methodology has been one of the reasons that we have grown from $12 million in sales to over $750 million without any outside financing."
– Stewart Resnick, President and CEO, Roll International (Franklin Mint, Teleflora, Parmount Citrus), USA
To remain the market leader in our rapidly growing industry we must continually restructure our company. Adizes is our primary vehicle for managing these internal transformations."
– Eli Harari, President and CEO, SanDisk Corporation, USA
The area of organizational health that Ichak Adizes pioneers is the great management frontier of American business in these times. For handling change and conflict there is only one guy out there -- Ichak Adizes."
– George Gendron, Former Editor in Chief, Inc. Magazine, USA
Adizes is one of the truly great innovators of our times. He cuts through pretentious management principles to get to the core of what it takes to bring about effective change in organizations."
– Kirby Warren, Dean Emeritus, Columbia University School of Business, USA
Profound in its simplicity. The Adizes methodology has made me a better manager."
– Charles R. Schwab, Chairman, Charles Schwab & Co., USA
Adizes helped us generate better ideas and a climate where they can be better implemented."
– Tom Monaghan, Founder and Past President, Domino’s Pizza, USA
One of the most insightful, experienced and compelling educators of our time."
– Stephen Covey, author of The 7 Habits of Highly Effective People, USA
Discover Adizes, the sooner you do, the better off you’ll be."
– Ken Blanchard, author of The One-Minute Manager, USA