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The Geek Way: The Radical Mindset that Drives Extraordinary Results
In this "handbook for disruptors" (Eric Schmidt), The Geek Way reveals a new way to get big things done. It will change the way you think about work, teams, projects, and culture, and give you the insight and tools you need to harness our human superpowers of learning and cooperation. What is “being geeky?” It’s being a perennially curious person, one who's not afraid to tackle hard problems and embrace unconventional solutions. McAfee shows how the geeks have created a new culture based around four science, ownership, speed, and openness. The geek way seems odd at first. It's not deferential to experts, fond of planning and process, afraid of mistakes, or obsessed with "winning." But it explains everything from why Montessori babies turn out to be creative tinkerers to how newcomers are disrupting industry after industry (and still just getting started).
When all four norms are in place, a culture emerges that is freewheeling, fast-moving, egalitarian, evidence-driven, argumentative, and autonomous. Why does the geek way work so much better? McAfee provides an original because it taps into humanity's superpower, which is our ability to cooperate intensely and learn rapidly. By providing insights from the young discipline of cultural evolution, McAfee shows that when we come together under the right conditions, we quickly figure out how to build reusable spaceships and self-correcting organizations. Under the wrong conditions, though, we create bureaucracy, chronic delays, cultures of silence, and the other classic dysfunctions of the Industrial Era.
Mixing cutting-edge science, history, analysis, and stories that show the geek way in action, McAfee offers a new way to see the world and empowering tools for seizing the big opportunities of today and tomorrow.
When all four norms are in place, a culture emerges that is freewheeling, fast-moving, egalitarian, evidence-driven, argumentative, and autonomous. Why does the geek way work so much better? McAfee provides an original because it taps into humanity's superpower, which is our ability to cooperate intensely and learn rapidly. By providing insights from the young discipline of cultural evolution, McAfee shows that when we come together under the right conditions, we quickly figure out how to build reusable spaceships and self-correcting organizations. Under the wrong conditions, though, we create bureaucracy, chronic delays, cultures of silence, and the other classic dysfunctions of the Industrial Era.
Mixing cutting-edge science, history, analysis, and stories that show the geek way in action, McAfee offers a new way to see the world and empowering tools for seizing the big opportunities of today and tomorrow.
336 pages, Hardcover
Published November 14, 2023
394 people are currently reading
3452 people want to read
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Displaying 1 - 30 of 82 reviews
July 5, 2023
McAfee, an author of many tech books, now puts the culture of successful companies in front of us. He asserts that the culture of speed, openness and other elements provide the medium for growth. He provides data to support his claim, which I’ll discuss below. While the author claims this new way of operating companies started in the 2000s, and is codified in a Netflix presentation openly shared with everyone, he also says that the crux of the Geek Way is found in a stack of business books sky-high. Which probably would include “Creativity Inc.” by Ed Catmull about Pixar’s culture. McAfee’s experience makes this a fun read, but for those of us who have read the mile-high stack of business books about cultures of mutual trust—competence, reliability/dependability, openness, acceptance (of failure in particular) and integrity—and driving accountability, responsibility and creativity will hardly learn much here. We would have seen similar things in Deming’s work, the culture of Westinghouse’s Hawthorne Works operations from the 1920s and 1930s, famous Skunkwork developments for World War II, high-reliability/high-performance military and civil operations teams, and so on. Much of McAfee’s advice can be found in “Built to Last” by Collins and Porras. Or McFarland’s “The Breakthrough Company” for the small- or medium-sized enterprises.
Like many other business books, McAfee’s suffers from a lack of contradictory evidence. He and others can write about the 10-50 successful companies practicing the Geek Way. He cannot or does not uncover if there are thousands of companies practicing the Geek Way outside of Silicon Valley, outside of tech, and how successful or not they are. There may be many that don’t succeed. How many tech startups have died, and yet had a Geek Way culture? How many other business failures—and the number is staggering in the first five years of any one business—weren’t prevented by the Geek Way? We may never know because Harvard Business School—of which McAfee had been a faculty member—cannot tell us. There isn’t a database for this.
While he applauds the social aspects of Geek companies—cultural evolution—he neglects some of the complaints that have happened even inside his star companies. There’s still tribalism in society and in tech companies: gender, race, caste are still obstacles to hearing and accepting another’s input or feedback. While constructive debate might be healthy, psychological safety can be key as McAfee points out. Still different personality types and different inherent motivational bases need different communication environments, methods and venues for safety and overcoming timidity. Ethical failures have also occurred in Geek Way companies. Maybe in a few decades we’ll know if Geek Way companies are “built to last.”
The author avoids the trap of multiple anecdotes masquerading as data. However, McAfee fails to discern the quality of the data he includes. For example he touts a study of GlassDoor comments. GlassDoor surveys are self-selected, not random. This has an inherent bias towards the theoretical ends of company-culture distributions: the really bad and the really good. So we know nothing of the cultures—perhaps some operating in the Geek Way—of the middlingly rated, middlingly successful companies.
While there are some inherent flaws in McAfee’s approach—but not unique for business books—his work can be important for those who need to hear and want to hear how the successful tech companies are thriving.
Like many other business books, McAfee’s suffers from a lack of contradictory evidence. He and others can write about the 10-50 successful companies practicing the Geek Way. He cannot or does not uncover if there are thousands of companies practicing the Geek Way outside of Silicon Valley, outside of tech, and how successful or not they are. There may be many that don’t succeed. How many tech startups have died, and yet had a Geek Way culture? How many other business failures—and the number is staggering in the first five years of any one business—weren’t prevented by the Geek Way? We may never know because Harvard Business School—of which McAfee had been a faculty member—cannot tell us. There isn’t a database for this.
While he applauds the social aspects of Geek companies—cultural evolution—he neglects some of the complaints that have happened even inside his star companies. There’s still tribalism in society and in tech companies: gender, race, caste are still obstacles to hearing and accepting another’s input or feedback. While constructive debate might be healthy, psychological safety can be key as McAfee points out. Still different personality types and different inherent motivational bases need different communication environments, methods and venues for safety and overcoming timidity. Ethical failures have also occurred in Geek Way companies. Maybe in a few decades we’ll know if Geek Way companies are “built to last.”
The author avoids the trap of multiple anecdotes masquerading as data. However, McAfee fails to discern the quality of the data he includes. For example he touts a study of GlassDoor comments. GlassDoor surveys are self-selected, not random. This has an inherent bias towards the theoretical ends of company-culture distributions: the really bad and the really good. So we know nothing of the cultures—perhaps some operating in the Geek Way—of the middlingly rated, middlingly successful companies.
While there are some inherent flaws in McAfee’s approach—but not unique for business books—his work can be important for those who need to hear and want to hear how the successful tech companies are thriving.
May 22, 2024
A review at the request of my friend John:
First, this is a book that could have been a blog post. Nothing discussed required the quantity of words that was given.
Second, the author seems to believe he is introducing new and revolutionary concepts about how people work, indicating that science has just recently enabled us to understand these things. In fact, many of his ideas around how people unite around a vision and work effectively together are not new. Much of what came to mind for me pertained to personal and group formation which religious organizations have known and practiced for millennia. These concepts are not revolutionary, even in business contexts.
Third, McAfee talks a lot about culture and norms without ever addressing the deeper issue of articulated and unarticulated values. He says that we are shaped by our norms more than by what we love/hate. I would argue that the exact opposite is true: our norms are shaped by our loves and if those things seem in conflict then perhaps we need to examine and articulate what exactly it is that we love or are working for. In business contexts, we may articulate a lofty altruistic goal, but in really our primary pursuit is profits and power. Leaders must understand how these dynamics shape an organization.
The author’s failure to address the deeper cultural incentives that drive an organization frequently conflicted with my personal hopes for organizations to which I belong. For example, I am all for data driven decision making but the author paints such decision-making processes as necessarily combative. I would rather a workplace based on respect and trust with a shared commitment to excellence informed by data and scientific experimentation. Others may disagree with me on the author’s posture in these sessions, but that was my take.
TL;DR there are a lot better books out there than this one to help you move your organization toward a more open and efficient culture.
First, this is a book that could have been a blog post. Nothing discussed required the quantity of words that was given.
Second, the author seems to believe he is introducing new and revolutionary concepts about how people work, indicating that science has just recently enabled us to understand these things. In fact, many of his ideas around how people unite around a vision and work effectively together are not new. Much of what came to mind for me pertained to personal and group formation which religious organizations have known and practiced for millennia. These concepts are not revolutionary, even in business contexts.
Third, McAfee talks a lot about culture and norms without ever addressing the deeper issue of articulated and unarticulated values. He says that we are shaped by our norms more than by what we love/hate. I would argue that the exact opposite is true: our norms are shaped by our loves and if those things seem in conflict then perhaps we need to examine and articulate what exactly it is that we love or are working for. In business contexts, we may articulate a lofty altruistic goal, but in really our primary pursuit is profits and power. Leaders must understand how these dynamics shape an organization.
The author’s failure to address the deeper cultural incentives that drive an organization frequently conflicted with my personal hopes for organizations to which I belong. For example, I am all for data driven decision making but the author paints such decision-making processes as necessarily combative. I would rather a workplace based on respect and trust with a shared commitment to excellence informed by data and scientific experimentation. Others may disagree with me on the author’s posture in these sessions, but that was my take.
TL;DR there are a lot better books out there than this one to help you move your organization toward a more open and efficient culture.
April 18, 2024
The book could easily be 1/10 of the length, even a long blog article, and wouldn’t lose useful information.
January 27, 2024
Cute book, but too BS-heavy. A fun collection of Silicon Valley anecdotes and macro-economic trends. Some are informative. Some are a bit tiring. I think Jeff Bz is quoted 40 times throughout the book. Just a bit too much pop-science for me, without a clear, original, stringent argument. It makes it an interesting read for many, but disappointed my high expectations set by works such as “more from less”
June 15, 2024
3.5 some bits were really interesting and told well but other parts were interminable and repetitive. Also ‘homo socialis’ is not ‘a thing’ and the author’s insistence on trying to make it one drove me bananas!
May 5, 2024
4.5 round up. The book gets repetitive at times (particularly first 2 chapters). The thesis however is well presented and exemplified. Lots of good ideas to chew on.
Recommended!
Recommended!
June 18, 2024
It was a mixed bag, I went in with high hopes given the title. Despite some good points, the BS got a bit heavy for me, and the stories rambled at times. All in all good but should have been much shorter. I agree with a lot of what's said just could have been presented better in a more concise format.
January 28, 2024
von Stauffenberg Principle: any bureaucratic entity of forty or more people can stay busy ten hours a day, six days a week, with no inputs and no outputs.
What an amazing insight!
What an amazing insight!
April 1, 2024
Basically we should have all gone to Montessori schools 🤭
But also, I did learn a lot about the consultative geek way of running a business.
This book is a great tool for managers and business owners to have in their arsenal.
But also, I did learn a lot about the consultative geek way of running a business.
This book is a great tool for managers and business owners to have in their arsenal.
February 1, 2024
This book drones on about evolution a little bit more than I would have liked. Otherwise, I really enjoyed the commentary on geeky companies and how they are achieving such great success.
January 5, 2025
This was recommended by people at my job - content is an interesting cross-section of psychology and economics.
June 23, 2024
Fantastic book, full of examples you've observed and references to books you've read or want to read. Equivalent to Blitzscaling or Zero to One, it's a must read for people in the innovation and value creation business.
February 13, 2024
Very good book on how things are getting done in the geek world.
October 8, 2024
2.5 stars. A lot of anecdotes that he didn't seem to research himself, just pieced together from other sources. Didn't always make sense or seem cohesive.His constant use of self-coined terms like "press secretary" and "homo ultra socialis" got really distracting. I don't think his insights were that new. I think my biggest issue is that he says right away in the beginning of the book that the companies that he is holding up to this ultra successful status are basically terrible when it comes to diversity and inclusion in leadership (Amazon). Yet he kept saying their "culture" is ideal. His only disclaimer is that "more research is needed on diversity." 🙄
December 26, 2023
A good summary of how modern companies operate. Great for beginners in this topic, not much new for me here.
February 6, 2024
Not geeky enough to enjoy this book.
May 12, 2024
- Geeks are willing to study things. They’re obsessives of any kind. There people who get fascinated by a topic and can’t or won’t let go of it, no matter what others think.
- The Geek Way is a set of solutions for thriving in a faster, moving business world. They are cultural solutions not technical. The geek leans into arguments and loathe bureaucracy. It favors iteration over planning, tolerates some chaos. It’s practitioners are vocal and egalitarian, they’re not afraid to fail, challenge the boss, or be proven wrong. Instead of respecting hierarchy and credentials, they respect, helpfulness and chops.
- The geek has four norms:
1. Speed. Achieve results by iterating rapidly instead of planning extensively.
2. Ownership. Geeks have a higher level of personal autonomy, empowerment, and responsibility; fewer cross functional processes and less coordination
3. Science. Conduct experiments, generate data, and debate how to interpret evidence.
4. Openness. Challenged by subordinates.
- The ultimate geek ground rule: shape the ultra sociality of group members so that the groups cultural evolution is as rapid as possible in the desired direction.
- Overconfidence has been called the most pervasive and potentially catastrophic of all cognitive biases to which human beings fall victim.
- Scientific method and a conclusion- science is an eternal argument governed by “iron rule of explanation”:
1. Strive to settle all arguments by empire
2. To conduct an empirical test to decide between a pair of hypothesis, performing experiment, one whose possible outcome can be explained by one hypothesis… but not the other
- BMI: bureaucracy mass index
- Geek norm of science: conduct evidence based arguments, so the group makes better decisions, productions, and estimates.
- Geek norm of ownership: to reduce bureaucracy, take away opportunities to gain status that aren’t aligned with the goals and values of the company.
- Geek norm of speed: to accelerate learning in progress, plan less and iterate more; organize projects around short cycles in which participant show their work, have access to peers and models, deliver to customers, and get feedback.
- Geek norm of openness: challenges to the status quo and increase common knowledge in order to combat defensiveness and undiscussable topics.
Bureaucracy is a heavy curtain drawn between the right thing to do and the right person to do it. - Honore de Balzac
- The Geek Way is a set of solutions for thriving in a faster, moving business world. They are cultural solutions not technical. The geek leans into arguments and loathe bureaucracy. It favors iteration over planning, tolerates some chaos. It’s practitioners are vocal and egalitarian, they’re not afraid to fail, challenge the boss, or be proven wrong. Instead of respecting hierarchy and credentials, they respect, helpfulness and chops.
- The geek has four norms:
1. Speed. Achieve results by iterating rapidly instead of planning extensively.
2. Ownership. Geeks have a higher level of personal autonomy, empowerment, and responsibility; fewer cross functional processes and less coordination
3. Science. Conduct experiments, generate data, and debate how to interpret evidence.
4. Openness. Challenged by subordinates.
- The ultimate geek ground rule: shape the ultra sociality of group members so that the groups cultural evolution is as rapid as possible in the desired direction.
- Overconfidence has been called the most pervasive and potentially catastrophic of all cognitive biases to which human beings fall victim.
- Scientific method and a conclusion- science is an eternal argument governed by “iron rule of explanation”:
1. Strive to settle all arguments by empire
2. To conduct an empirical test to decide between a pair of hypothesis, performing experiment, one whose possible outcome can be explained by one hypothesis… but not the other
- BMI: bureaucracy mass index
- Geek norm of science: conduct evidence based arguments, so the group makes better decisions, productions, and estimates.
- Geek norm of ownership: to reduce bureaucracy, take away opportunities to gain status that aren’t aligned with the goals and values of the company.
- Geek norm of speed: to accelerate learning in progress, plan less and iterate more; organize projects around short cycles in which participant show their work, have access to peers and models, deliver to customers, and get feedback.
- Geek norm of openness: challenges to the status quo and increase common knowledge in order to combat defensiveness and undiscussable topics.
Bureaucracy is a heavy curtain drawn between the right thing to do and the right person to do it. - Honore de Balzac
January 9, 2026
McAfee offers some great insights about how human nature misaligns with corporate objectives and how certain norms (which he calls "Geek Norms") are what drove his exemplars to success. It's definitely worth a skim, or at least a read of the excellent summaries at the end of each chapter.
But this book is cringe. McAfee tries way too hard to make "geek norms" happen. Yes, a book needs a catchy title. But I'm a geek -- I just can't. let. it. go. (One ACTUAL geek norm is an obsession with detail and pedantry - not usually helpful for corporate roles.)
The four "norms" McAfee identifies : science (not a norm), ownership, speed, and openness are extraordinarily valuable. They are not "geek norms." Of these, science is probably the most valued among geeks. Ownership, speed, and openness - good things. These have nothing to do with geekdom. Unfortunately, most geeks are gatekeepers and are not open. Most of us are pedants, not speed demons. (Not ALL geeks - don't burn me at the stake.)
McAfee manages to dilute the impact of one of his most insightful claims about human nature and incentives by promising world-shattering revelations at the beginning of the book. Something like business hasn't caught up with the scientific literature on human evolution. But HERE you're going to find out the real truth...
But the revelation - we are social animals. I think corporate psychologists know this. Then McAfeee doubles down on the cringe by absolutely HAMMERING his neologism homo ultrasocialis. ANDREW! Stop trying to make "homo ultrasocialis" happen. It's not going to happen.
Having snarked about that -- McAfee's observations about humans' intense sociability tied to self-preservation are useful and insightful. We very stupidly build systems that hurt our businesses because we don't consider human nature.
So, yes, The Geek Way, for all its faults, starting from its titular premise, is still worth a read. Lots of useful insights. You will just have to look past all of the filler and the cringe.
P.S. - I greatly admire one of McAfee's recommendations: The Lean Startup by Eric Rees. And I'll be looking at some of his other recommendations, because he's obviously brilliant, if a little misguided in his metaphors.
But this book is cringe. McAfee tries way too hard to make "geek norms" happen. Yes, a book needs a catchy title. But I'm a geek -- I just can't. let. it. go. (One ACTUAL geek norm is an obsession with detail and pedantry - not usually helpful for corporate roles.)
The four "norms" McAfee identifies : science (not a norm), ownership, speed, and openness are extraordinarily valuable. They are not "geek norms." Of these, science is probably the most valued among geeks. Ownership, speed, and openness - good things. These have nothing to do with geekdom. Unfortunately, most geeks are gatekeepers and are not open. Most of us are pedants, not speed demons. (Not ALL geeks - don't burn me at the stake.)
McAfee manages to dilute the impact of one of his most insightful claims about human nature and incentives by promising world-shattering revelations at the beginning of the book. Something like business hasn't caught up with the scientific literature on human evolution. But HERE you're going to find out the real truth...
But the revelation - we are social animals. I think corporate psychologists know this. Then McAfeee doubles down on the cringe by absolutely HAMMERING his neologism homo ultrasocialis. ANDREW! Stop trying to make "homo ultrasocialis" happen. It's not going to happen.
Having snarked about that -- McAfee's observations about humans' intense sociability tied to self-preservation are useful and insightful. We very stupidly build systems that hurt our businesses because we don't consider human nature.
So, yes, The Geek Way, for all its faults, starting from its titular premise, is still worth a read. Lots of useful insights. You will just have to look past all of the filler and the cringe.
P.S. - I greatly admire one of McAfee's recommendations: The Lean Startup by Eric Rees. And I'll be looking at some of his other recommendations, because he's obviously brilliant, if a little misguided in his metaphors.
December 4, 2023
Lectura obligada para todos los directores de empresa que quieran ser exitosos en la era de la economía digital que estamos viviendo, especialmente aquellos que encabezan empresas que no serían consideradas como "digitales", precisamente porque suelen ser las empresas "tradicionales" las que tienen una cultura que tal vez haya funcionado en el pasado pero que ahora deben cambiar o arriesgarse a desaparecer.
La premisa principal del libro es que las empresas más exitosas de la economía digital no lo han sido fundamentalmente por el hecho de usar tecnología o por haber diseñado una estrategia adecuada (sin restarle importancia a estos factores), sino por tener una cultura organizacional específica, basada en cuatro principios: ciencia, responsabilidad ("ownership"), velocidad y apertura. A lo largo del libro, el autor va dando ejemplos de cómo se viven estas normas culturales en distintas empresas paradigmáticas de la economía digital (como Netflix o Google). También hay muchos ejemplos de empresas cuya cultura se ha anquilosado y sigue respondiendo a las necesidades de otras épocas, caracterizadas por líderes cerrados que ven mal el que se cuestione la autoridad, o cuya burocracia y perfeccionismo resultan en procesos lentos de toma de decisiones, las cuales, además, suelen estar basadas en la intuición y prácticas históricas más que en datos y análisis rigurosos.
Además de un estilo ágil y ameno, una de las fortalezas del libro es que el autor no se limita a compartir una serie de anécdotas de culturas exitosas sino que sustenta con lógica y argumentos el porqué las normas culturales que ha identificado se han vuelto fundamentales y porqué es tan difícil cambiar una cultura aunque haya un consenso de que las cosas no están funcionando (basándose, por ejemplo, en las enseñanzas de la teoría de juegos; piensen en el dilema del prisionero y el equilibrio de Nash).
Una valiosa adición a la literatura de la dirección de empresas en la economía digital, con enseñanzas valiosas para los líderes que quieran desarrollar una mentalidad digital.
La premisa principal del libro es que las empresas más exitosas de la economía digital no lo han sido fundamentalmente por el hecho de usar tecnología o por haber diseñado una estrategia adecuada (sin restarle importancia a estos factores), sino por tener una cultura organizacional específica, basada en cuatro principios: ciencia, responsabilidad ("ownership"), velocidad y apertura. A lo largo del libro, el autor va dando ejemplos de cómo se viven estas normas culturales en distintas empresas paradigmáticas de la economía digital (como Netflix o Google). También hay muchos ejemplos de empresas cuya cultura se ha anquilosado y sigue respondiendo a las necesidades de otras épocas, caracterizadas por líderes cerrados que ven mal el que se cuestione la autoridad, o cuya burocracia y perfeccionismo resultan en procesos lentos de toma de decisiones, las cuales, además, suelen estar basadas en la intuición y prácticas históricas más que en datos y análisis rigurosos.
Además de un estilo ágil y ameno, una de las fortalezas del libro es que el autor no se limita a compartir una serie de anécdotas de culturas exitosas sino que sustenta con lógica y argumentos el porqué las normas culturales que ha identificado se han vuelto fundamentales y porqué es tan difícil cambiar una cultura aunque haya un consenso de que las cosas no están funcionando (basándose, por ejemplo, en las enseñanzas de la teoría de juegos; piensen en el dilema del prisionero y el equilibrio de Nash).
Una valiosa adición a la literatura de la dirección de empresas en la economía digital, con enseñanzas valiosas para los líderes que quieran desarrollar una mentalidad digital.
January 10, 2026
In the book Andrew McAfee postulates that companiey run be Geeks are very successfull because they follow four core tenents, which are:
Science: Create systems for evidence-based decision-making and healthy debate
Ownership: Define clear goals and empower teams to achieve them autonomously
Speed: Design work processes for rapid iteration and learning
Openness: Foster a culture of transparency and continuous improvement
This book leaves me with mixed feeling because I in my daily work I see that a lot of companies are laking one or more of theses tenents. But the book is in the tradition of James C. Collins "Build to Last" and "Good to Great" or Thomas J. Peters "In search for excelence" by only looking at a few successful companies and dicerning what made them successfull. The citique of Phil Rosenzweig in his book "The halo Effect" also applies to "The Geek Way". Although Andrew McAfee embraces fact based decision making, he provides no hard facts for what he claimes.
When he writes about agility, he shows that he has no deep knowledge about it (a User Story does not describe a pice of work it describs a product enhancement; IDEO dit not only invent the famous Spagetthi challenge, it also invented Design Thinking with fast iteration cycles to learn how to improve the product and Lean Startup is not about products its about business cases or market product fit).
There are also other flaws in the book like the VW case which he framed so that it will fit in his story.
Andrew McAfee also mentiones "Model 1" from Chris Argyris which describes how "Non Geek companies" act. What Andrew McAfee conceals is the theory of double-loop learning that Chris Argyris build together with Donald Schön. In this theory they describe "Model 1" and "Model 2" organisations. The former ones using single-loop learning only, the second double-loop learning. Without the theory "Model 1" seems like a foreign body.
These are just a few examples.
On the positive side, there are a some interesting ideas in the book that are worth to persue further on.
Science: Create systems for evidence-based decision-making and healthy debate
Ownership: Define clear goals and empower teams to achieve them autonomously
Speed: Design work processes for rapid iteration and learning
Openness: Foster a culture of transparency and continuous improvement
This book leaves me with mixed feeling because I in my daily work I see that a lot of companies are laking one or more of theses tenents. But the book is in the tradition of James C. Collins "Build to Last" and "Good to Great" or Thomas J. Peters "In search for excelence" by only looking at a few successful companies and dicerning what made them successfull. The citique of Phil Rosenzweig in his book "The halo Effect" also applies to "The Geek Way". Although Andrew McAfee embraces fact based decision making, he provides no hard facts for what he claimes.
When he writes about agility, he shows that he has no deep knowledge about it (a User Story does not describe a pice of work it describs a product enhancement; IDEO dit not only invent the famous Spagetthi challenge, it also invented Design Thinking with fast iteration cycles to learn how to improve the product and Lean Startup is not about products its about business cases or market product fit).
There are also other flaws in the book like the VW case which he framed so that it will fit in his story.
Andrew McAfee also mentiones "Model 1" from Chris Argyris which describes how "Non Geek companies" act. What Andrew McAfee conceals is the theory of double-loop learning that Chris Argyris build together with Donald Schön. In this theory they describe "Model 1" and "Model 2" organisations. The former ones using single-loop learning only, the second double-loop learning. Without the theory "Model 1" seems like a foreign body.
These are just a few examples.
On the positive side, there are a some interesting ideas in the book that are worth to persue further on.
May 26, 2025
Książka zagłębia się w świat geeków, odsłaniając czym jest ich sposób myślenia, wartości oraz podejście do pracy i życia.
Przedstawia indywidualne historie, jak i wpływ kultury geeków na organizacje (szczególnie te z Doliny Krzemowej).
Znajdziemy tu przykłady sukcesów i porażek, analizę błędów poznawczych, mechanizmy funkcjonowania gigantów technologicznych oraz refleksję nad tym, jak podejście geeków wpływa na innowacje i postęp gospodarczy.
Dużo tu wiedzy o metodzie Montessori oraz psychologiczno-społecznych aspektach kultury geeków.
Czytałam tę książkę z ogromnym zainteresowaniem, ale wymagała ode mnie pełnego skupienia. Bardzo doceniam liczne odwołania do konkretnych eksperymentów i badań stanowiących poparcie przedstawianej narracji.
Ilość danych, analiz i ciekawostek sprawia, że to pozycja, którą warto przemyśleć i dać sobie czas nq samodzielne uporządkowanie nowej wiedzy.
Dużym plusem jest zawarcie przez autora krótkiego podsumowania na końcu każdego rozdziału co pomaga w zapamiętaniu i ustrukturyzowaniu treści.
Była także inspirująca, pełna odniesień do innych publikacji w podobnej tematyce (skończyłam lekturę z listą książek do przeczytania, które pomogą mi zgłębić temat jeszcze bardziej).
Elementy, które mogłyby być nieco inne, żeby zwiększyć moje zadowolenie z lektury to więcej skupienia na konkretach bez „przegadywania” niektórych fragmentów.
Uważam też że zawarcie bardziej zobiektywizowanej perspektywy na kulturę Geeków, ukazanie nie tylko blasków ale też cieni takiej postawy - byłoby korzystne.
Idealna dla tych, którzy chcą zrozumieć, jak geekowskie podejście kształtuje świat, który znamy. Lektura także dla tych, którzy chętnie poznają popularnonaukowe i psychologiczne treści by poszerzyć wiedzę.
Dobry pomysł na prezent dla fanów technologii oraz tych szukających coraz lepszych metod pracy i nauki.
Przedstawia indywidualne historie, jak i wpływ kultury geeków na organizacje (szczególnie te z Doliny Krzemowej).
Znajdziemy tu przykłady sukcesów i porażek, analizę błędów poznawczych, mechanizmy funkcjonowania gigantów technologicznych oraz refleksję nad tym, jak podejście geeków wpływa na innowacje i postęp gospodarczy.
Dużo tu wiedzy o metodzie Montessori oraz psychologiczno-społecznych aspektach kultury geeków.
Czytałam tę książkę z ogromnym zainteresowaniem, ale wymagała ode mnie pełnego skupienia. Bardzo doceniam liczne odwołania do konkretnych eksperymentów i badań stanowiących poparcie przedstawianej narracji.
Ilość danych, analiz i ciekawostek sprawia, że to pozycja, którą warto przemyśleć i dać sobie czas nq samodzielne uporządkowanie nowej wiedzy.
Dużym plusem jest zawarcie przez autora krótkiego podsumowania na końcu każdego rozdziału co pomaga w zapamiętaniu i ustrukturyzowaniu treści.
Była także inspirująca, pełna odniesień do innych publikacji w podobnej tematyce (skończyłam lekturę z listą książek do przeczytania, które pomogą mi zgłębić temat jeszcze bardziej).
Elementy, które mogłyby być nieco inne, żeby zwiększyć moje zadowolenie z lektury to więcej skupienia na konkretach bez „przegadywania” niektórych fragmentów.
Uważam też że zawarcie bardziej zobiektywizowanej perspektywy na kulturę Geeków, ukazanie nie tylko blasków ale też cieni takiej postawy - byłoby korzystne.
Idealna dla tych, którzy chcą zrozumieć, jak geekowskie podejście kształtuje świat, który znamy. Lektura także dla tych, którzy chętnie poznają popularnonaukowe i psychologiczne treści by poszerzyć wiedzę.
Dobry pomysł na prezent dla fanów technologii oraz tych szukających coraz lepszych metod pracy i nauki.
July 27, 2025
The Geek Way argues that a new, radical business culture—shaped by obsessive, data-driven, fast-learning "geeks"—has emerged as a superior method for building modern companies. Rather than relying on hierarchy, tradition, or rigid planning, today’s most successful organizations are driven by cultural norms that prioritize iteration, evidence, autonomy, and open challenge. This shift is not just technological, but deeply cultural—and it’s redefining the future of work and leadership.
The book centers on four core geek norms:
Speed – Prioritize rapid iteration over extensive planning.
Ownership – Push responsibility and autonomy down the org chart.
Science – Base decisions on evidence, not authority or instinct.
Openness – Encourage candor, challenge, and the dismantling of sacred cows.
Supporting these norms, McAfee weaves in evolutionary psychology, organizational research, and real-world company case studies (Netflix, Amazon, Planet, HubSpot) to show how "geek companies" outperform their traditional counterparts.
Key concepts include:
Cultural Evolution as a business advantage
Ultrasociality (humans as deeply group-driven beings)
Norms over rules, and visibility over control
The "ultimate geek ground rule": Shape the ultrasociality of group members to accelerate cultural evolution in the desired direction.
The Geek Way is a timely, insightful, and evidence-backed blueprint for building modern, high-performance organizations. McAfee's synthesis of organizational culture, cognitive science, and real-world case studies is both engaging and practical. It's especially relevant in an age where speed, autonomy, and adaptability are key to survival.
📌 Worth reading today? Absolutely—especially if you're leading change or shaping the culture of any team or company.
The book centers on four core geek norms:
Speed – Prioritize rapid iteration over extensive planning.
Ownership – Push responsibility and autonomy down the org chart.
Science – Base decisions on evidence, not authority or instinct.
Openness – Encourage candor, challenge, and the dismantling of sacred cows.
Supporting these norms, McAfee weaves in evolutionary psychology, organizational research, and real-world company case studies (Netflix, Amazon, Planet, HubSpot) to show how "geek companies" outperform their traditional counterparts.
Key concepts include:
Cultural Evolution as a business advantage
Ultrasociality (humans as deeply group-driven beings)
Norms over rules, and visibility over control
The "ultimate geek ground rule": Shape the ultrasociality of group members to accelerate cultural evolution in the desired direction.
The Geek Way is a timely, insightful, and evidence-backed blueprint for building modern, high-performance organizations. McAfee's synthesis of organizational culture, cognitive science, and real-world case studies is both engaging and practical. It's especially relevant in an age where speed, autonomy, and adaptability are key to survival.
📌 Worth reading today? Absolutely—especially if you're leading change or shaping the culture of any team or company.
October 29, 2025
Being such a highly-recommended and quoted book, I was expecting a masterpiece. Instead, I found a helpful yet repetitive book. McAfee's ideas are fresh; distilling successful companies' practices into four clear principles: science, ownership, speed and openness. I think the framework is solid, but while the author offers many examples to demonstrate it, I felt he sometimes came up short.
The book is well structured, exposing the framework first, then diving into each of the principles, tying it up with a nice conclusion. Each chapter has a summary (which I greatly appreciate), and a quiz so you can evaluate your organization under these principles. However, it way too repetitive. Author's personal views and quirky remarks were totally extra if you ask me. Even the parts where it tries to present arguments and explanations for why we humans act like we do (the 'press secretary' explanation comes to mind), I found his explanation lacking, and way too simplistic. Throughout the book he went back and forth to previous chapters, which would've been fine if it didn't feel like he kept hammering the same nail over and over.
Perhaps I was expecting a more academic tone for a book of its length, perhaps it could've/should've been shorter. Still, I don't regret reading it and feel I learned much from it. If you wanna make the most of your time, I would look for a good summary or analysis on it.
The book is well structured, exposing the framework first, then diving into each of the principles, tying it up with a nice conclusion. Each chapter has a summary (which I greatly appreciate), and a quiz so you can evaluate your organization under these principles. However, it way too repetitive. Author's personal views and quirky remarks were totally extra if you ask me. Even the parts where it tries to present arguments and explanations for why we humans act like we do (the 'press secretary' explanation comes to mind), I found his explanation lacking, and way too simplistic. Throughout the book he went back and forth to previous chapters, which would've been fine if it didn't feel like he kept hammering the same nail over and over.
Perhaps I was expecting a more academic tone for a book of its length, perhaps it could've/should've been shorter. Still, I don't regret reading it and feel I learned much from it. If you wanna make the most of your time, I would look for a good summary or analysis on it.
February 26, 2025
“The Geek Way” is a captivating, enlightening, and thought-provoking read that delves into the essence of modern business trends in our rapidly evolving technological era. The author masterfully uses contemporary examples to illustrate the core principles of the "geek way" and how it drives success or facilitates pivotal change. The book features well-known industry giants like Nadella (Microsoft), Bezos (Amazon), Zuckerberg (Meta), and Musk (SpaceX), whose stories are both compelling and instructive. Each leader’s approach—whether rigid or open-minded—leads to distinct outcomes, offering valuable lessons for readers.
While many outcomes remain uncertain, I wholeheartedly agree with the author’s assertion that the "geek way" is the path forward. The retrospective analysis of corporate successes and failures highlights the importance of the four key elements outlined in the book (which I won’t spoil here). However, I would have loved to see the author explore the application of the "geek way" in the political arena. Such an exploration could provide fascinating insights into its potential global impact.
In an era dominated by rapid technological advancements and media influence, this book is a must-read for anyone looking to thrive in this transformative landscape. It is both timely and indispensable for understanding the forces shaping our world today.
While many outcomes remain uncertain, I wholeheartedly agree with the author’s assertion that the "geek way" is the path forward. The retrospective analysis of corporate successes and failures highlights the importance of the four key elements outlined in the book (which I won’t spoil here). However, I would have loved to see the author explore the application of the "geek way" in the political arena. Such an exploration could provide fascinating insights into its potential global impact.
In an era dominated by rapid technological advancements and media influence, this book is a must-read for anyone looking to thrive in this transformative landscape. It is both timely and indispensable for understanding the forces shaping our world today.
February 26, 2025
“The Geek Way” is a captivating, enlightening, and thought-provoking read that delves into the essence of modern business trends in our rapidly evolving technological era. The author masterfully uses contemporary examples to illustrate the core principles of the "geek way" and how it drives success or facilitates pivotal change. The book features well-known industry giants like Nadella (Microsoft), Bezos (Amazon), Zuckerberg (Meta), and Musk (SpaceX), whose stories are both compelling and instructive. Each leader’s approach—whether rigid or open-minded—leads to distinct outcomes, offering valuable lessons for readers.
While many outcomes remain uncertain, I wholeheartedly agree with the author’s assertion that the "geek way" is the path forward. The retrospective analysis of corporate successes and failures highlights the importance of the four key elements outlined in the book (which I won’t spoil here). However, I would have loved to see the author explore the application of the "geek way" in the political arena. Such an exploration could provide fascinating insights into its potential global impact.
In an era dominated by rapid technological advancements and media influence, this book is a must-read for anyone looking to thrive in this transformative landscape. It is both timely and indispensable for understanding the forces shaping our world today.
While many outcomes remain uncertain, I wholeheartedly agree with the author’s assertion that the "geek way" is the path forward. The retrospective analysis of corporate successes and failures highlights the importance of the four key elements outlined in the book (which I won’t spoil here). However, I would have loved to see the author explore the application of the "geek way" in the political arena. Such an exploration could provide fascinating insights into its potential global impact.
In an era dominated by rapid technological advancements and media influence, this book is a must-read for anyone looking to thrive in this transformative landscape. It is both timely and indispensable for understanding the forces shaping our world today.
November 26, 2024
A decent read, there are many ups and downs in the book, some parts are very repetitive, you will read the same thing over and over. There are excellent parts and parts that will make you think. All of the comments about building cultures of mutual trust, Acceptance of failure, accountability, competence, dependability, dissenting opinions, integrity, openness, reliability, responsibility are all valid and yes, they will make for a better organization. However, those that are leading must also adopt these thoughts and principles.
The talk is good, however when the senior leadership of your organization will not take feedback, will listen to the evidence but still go down the path without the discussion of why, that is the larger challenge. For my personal experience this is an individual situation, where some leaders will accept facts and feedback and can / will make adjustments, many others might talk the game, but they just want execution their way.
Overall, the valid read and shared good insights on how to bring that dissenting opinion or challenge the status quo.
I do feel the book could have been condensed and shortened, there was a lot of repeat example and explanations. Worth the read but be ready for the repetition.
The talk is good, however when the senior leadership of your organization will not take feedback, will listen to the evidence but still go down the path without the discussion of why, that is the larger challenge. For my personal experience this is an individual situation, where some leaders will accept facts and feedback and can / will make adjustments, many others might talk the game, but they just want execution their way.
Overall, the valid read and shared good insights on how to bring that dissenting opinion or challenge the status quo.
I do feel the book could have been condensed and shortened, there was a lot of repeat example and explanations. Worth the read but be ready for the repetition.
March 20, 2024
McAfee argues that what sets tech companies apart is not the tech, but the workplace culture. The success and failure of companies relies on emulating a set of "geek" norms which include: openness, argumentation, humility, traceability of work, and experimentation. The chapter on the failure of Arthur Andersen was fascinating and how a training program in ethics doesn't save a company from the pressures of social cohesion which led even AA's ethicist to go along with the unethical work that resulted in the company's failure.
The case studies in the book were generally very helpful, although the work on Hubspot started to feel redundant. Also, the book's theoretical grounding in cultural evolution seemed incomplete or abandoned in the book. The book notably jumps from proposing a scientific framework for the research to a seminary study on ethics training. Even the books title The Geek Way has a ring of pilgrimage or rite to it. Surely there are company cultures that work, brings profits and are sustainable for a long time, but does that make it necessarily profitable and good for the world?
The case studies in the book were generally very helpful, although the work on Hubspot started to feel redundant. Also, the book's theoretical grounding in cultural evolution seemed incomplete or abandoned in the book. The book notably jumps from proposing a scientific framework for the research to a seminary study on ethics training. Even the books title The Geek Way has a ring of pilgrimage or rite to it. Surely there are company cultures that work, brings profits and are sustainable for a long time, but does that make it necessarily profitable and good for the world?
September 30, 2024
Fascinating comparison of traditional corporate norms and practices with those of "geek" companies, that emphasize science, ownership, speed, and openness. He goes into great detail on each of these features - sometimes to excess - but the repetition is ultimately worthwhile. That these work by capitalizing on human social drives is crucial. But recognizing that the tendency is still very strong to slip into Nash-equilibrium bureaucracy, if not worse, is crucial as well - it requires constant vigilance to fend it off, and even the best companies sometimes fail. As an aside, and with the caveat that he might not have noticed or intended it, he does an excellent job of explaining some of the features of behavioral decision making that are considered irrational - if they are recast in light of social capital or cues, the irrationality in logical or economic terms is understandable. We often do things that improve or reinforce social standing even if they are otherwise "irrational" or, in the context of the book, can lead to corporate outcomes that are deeply suboptimal. Readability 6. Rating 7.
September 30, 2025
"The Geek Way" is all the rage in tech circles, and Andrew McAfee surfaces a number of unique concepts in the realm of process and project management. From "farming for dissent" to managing your internal press secretary to the perils of stack ranking, this book relies extensively on interviews with successful companies, case studies from failed companies, and anecdotes from inciting actions.
McAfee explores why some companies have cultures that have become an integral part of their brands (Netflix, HubSpot), how the agile methodology can improve openness and ownership, and how a reliance on science and speed can foster the innovation that make a company both successful and attractive to work for.
McAfee explores why some companies have cultures that have become an integral part of their brands (Netflix, HubSpot), how the agile methodology can improve openness and ownership, and how a reliance on science and speed can foster the innovation that make a company both successful and attractive to work for.
April 7, 2025
How do "tech companies" run their business? In McAfee's book, he mentioned and build upon the business culture of modern companies. These companies are lead by Geeks; which he describes as "people who go obsessed with the hard problem of running a modern business, coming up with unconventional solutions and implement them". To author, Geeks are obsessive problem solvers and thinkers, they wish to find the most efficient methods of doing everything.
A book to reflect on leadership and culture. Look at the "survey" at the end of each definition, and assess where self, company and community is on the perspective of a Geek. For now, it's seems I'm a partial geek!
A book to reflect on leadership and culture. Look at the "survey" at the end of each definition, and assess where self, company and community is on the perspective of a Geek. For now, it's seems I'm a partial geek!
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