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Love it or hate it, iOS 26 brought the most radical software redesign to the iPhone in over a decade. The companys new design language, Liquid Glass, mimics how light in the real world warps and transforms when passing through physical glass. Many iPhone users find Liquid Glass refreshing, fun, and technically impressive. Detractors of the new design say Liquid Glasss myriad transparent toolbars and other UI elements, which let the content behind them bleed through, make iOS 26 harder to navigate than its predecessors. Regardless of where you stand, Liquid Glass isnt going away. Yet, if you fall into the latter camp and find the new design element distracting, youll be very happy with the next major update to iOS 26. Apple will soon let you tone down the design While iOS 26 shipped in September, that was just the first iteration of the software. Apple continues to develop the iPhones OS actively, and currently it is beta testing the next major update to the new operating system: iOS 26.1. Apple has been testing iOS 26.1 for weeks now, and yesterday, it released the fourth beta of the software. Hidden inside this beta was a new feature: a toggle to increase the opacity of Liquid Glass elements, giving them a less glassy and more frosted appearance. The option to make Liquid Glass appear more like frosted glass, which Apple calls tinted (versus clear), makes it much easier to see the outline of individual buttons on menu bars and other UI elements, while still letting some of the color from behind the UI elements bleed through. In short, the new option allows users to tone down the Liquid Glass look while still enjoying many of iOS 26’s redesigned benefits (9to5Mac has screenshots here of what the new “tinted Liquid Glass looks like). How to tone down Liquid Glass in iOS 26.1 Once you have iOS 26.1 on your iPhone, you can easily switch Liquid Glass from clear to tinted thanks to a new setting in the Settings app. To tone down your Liquid Glass elements: Open the Settings app in iOS 26.1. Tap Display and Brightness. Tap Liquid Glass. Tap the Tinted option. As Apple explains in a short message below the options, Choose your preferred look for Liquid Glass. Clear is more transparent, revealing the content beneath. Tinted increases opacity and adds more contrast. It should be noted that the steps for toning down Liquid Glass may change by the time the final version of iOS 26.1 ships to the public, but as of iOS 26.1 beta 4, this is how you do it. When will iOS 26.1 be available? If you are an Apple developer or signed up to be an Apple public beta tester, you can download iOS 26.1 beta 4 right now. But if you want to wait for the official release, you wont need to wait long. Apple is likely to release iOS 26.1 to the public next week, perhaps as early as Monday, October 27. Once its released, any iPhone that can run iOS 26 will be able to tone down the transparency effects of Liquid Glass.
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E-Commerce
Culture change is a big topicand a big consulting business. When I Googled culture change consulting business, three of top five (non-sponsored) responses were Bain, BCG, and McKinsey (in that order). Because changing culture is a prominent issue for executivesand often a very frustrating oneI decided to tackle it in this Playing to Win/Practitioner Insights (PTW/PI) called Culture Change Strategy: Three Rules for Making Change Happen. And as always, you can find all the previous PTW/PI here. The culture change consulting pitches It was fun to take a quick look at the culture change pitches of Bain, BCG, and McKinsey. Bains was aspirational: Culture is behavior at scale. Companies that create a winning culture are five times more likely to be top performers . . . Get it right and you not only boost total shareholder return and EBIT growth by up to 500%, and revenue by a factor of 10, but create an advantage that’s hard for competitors to copy. {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/09\/martin.jpg","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/09\/Untitled-design-1.png","eyebrow":"","headline":"Subscribe to Roger Martin\u0027s newsletter","dek":"Want to read more from Roger Martin? See his Substack at rogerlmartin.substack.com.","ctaText":"Sign Up","ctaUrl":"https:\/\/rogerlmartin.substack.com","theme":{"bg":"#00b3f0","text":"#000000","eyebrow":"#9aa2aa","buttonBg":"#000000","buttonText":"#ffffff"},"imageDesktopId":91412496,"imageMobileId":91412493}} BCGs was interesting. It provided three success stories, the two examples for which the singular success metric was cost reduction/cost savings ($500M and $283M, respectively)clearly BCGs focus is culture change for cost cutting. (The third case was weird, celebrating a 147% rise in cost earnings per share. You would think that a $10 billion professional service firm would at least spellcheck the large-font bolded highlights on the landing page. But maybe there is a new non-GAAP measure called cost earnings per share.) In any event, its take on desired culture is: We help create a high-performance culture . . . by articulating the unique set of cultural traits that support business strategy, activating them through leader and organization-wide practices, and embedding the culture and change in organization structures, processes, and policies. McKinseys culture and change blurb actually says very little about culture. Of the four elements of Our Approach, only of the four even mentions culture: Capability-driven: We build the skills of your people and the capabilities and culture of your organization to improve organizational health and performance. Wholesale versus retail There is lots of stuff there, and I am sure there are valuable nuggets in the approaches. But there is lots of focus on structures, policies, and processes. These are all in a category that I call wholesalethings that can be done from a distance, centrally. It isnt an unusual impulse. Governments love wholesale. For example, a while ago the federal government became concerned about the economic struggles of single women with young children and came up with Aid to Families with Dependent Children (AFDC), a federal assistance program that provided cash benefits to single mothers with children. That is wholesale. Giving money to local groups to provide customized help family-by-family is retail. Governments dont like retail because they have got to find lots of local groups and vet them and monitor them, etc. Ugh. That is a lot of work. Companies are similar. They want to change culture by reorganizing to push responsibility downwardto create a culture of initiative. Or change the stage-gate process for R&D projectsto create a culture of innovation. Or change compensation rulesto create a culture of accomplishment. Steering mechanisms Wholesale solutions inevitably sound cooler and connote commitment to culture change. But the secret to culture change is retail. To explain, l will dive into steering mechanisms, a term I coined (at least with respect to business organizations) in my very first Harvard Business Review article back in 1993, called Changing the Mind of the Corporation. Decades later, I wrote about it again in Chapter Six of my 2022 book A New Way to Think. Both pieces discussed the underlying systems that cause companies to operate the way they doand not some other way. It is not unlike the (literal) steering mechanism in newer model cars that wont let you switch lanes without first signaling. You may want to change lanes, but the steering mechanism says: No! My work on steering mechanisms adopted and adapted the work of Diana Smithwith whom I worked for several years in the mid-nineties. She is one of the group of most prominent students/followers of the late Chris Argyris, along with Amy Edmondson, Peter Senge, and David Cooperrider and me. I was attracted to her work because of my interest in the concept of steering mechanisms, shown below. Three elements work as system of three interacting mechanisms. At one end are the formal mechanisms. These are the structures, systems, processes designed to meet goalslike the ones talked about above. Cultural mechanisms are the mental guidebooks that drive collective interpretations/actions. That is, the cultural guidebooks tell you how to interpret the world around you and what actions are appropriate in that world. For example, if Kevin dresses down a subordinate in an abusive and demeaning way in a meeting and the interpretation, based on repeated incidences of this sort of behavior, is that because Kevin is an important star performer, he can abuse any subordinate and get away with it, the mental guidebook will become: Abusive behavior is fine if you area star. If you work for one; expect it. And if you can just get to be a star, you can do it too. In a strong culture (not a good culture, a strong culture), everybody watching such an interaction has the same interpretation. In a weak culture, the interpretations are all over the mapi.e. there is no guidebook. The key is to recognize that culture is derivative of a mediating domain, interpersonal mechanisms, which are the patterns that form as members define and solve problems together. Formal mechanisms dont directly influence cultural mechanisms. It is during interpersonal interactions that collective interpretationslike the one with Kevintake shape. The first time you see that sort of abusive behavior in your company, you might not know what to make of it, though you might well get some help from someone who will take you aside and say: Dont get in that position with Kevin or that will happen to you! In this way, the interpersonal domain is the linchpin. Formal can influence interpersonal. For example, if a company has completely separate marketing and sales organizations, it may promote tensions between the two functions and lots of testy meetings between marketing and sales people. Repetition of bad meetings will likely cause marketing people to warn new sales people to watch out for marketingthey always come up with unsaleable marketing ideas. When that becomes the common interpretation, the next meeting will go worse still, which just reinforces the interpretation, and so on. Eventually often a formal fix will be attempted to “transform culture,” for example to put marketing and sales under a single EVP of marketing and sales. But that wont change culture because the source of the problem was in the interpersonal domain and the guidebooks are still in the heads of the marketing folks and the sales folks. Implications for culture change There are two common approaches to culture change. The first is to attempt to go at it directly by declaring that culture must change to a desired new state. It doesnt work and never hasor ever will. The second is to change formal mechanismsreorganize, streamline processes, change incentives, etc. That doesnt work either. But the failures dont stop people from trying. Notice that these methods are entirely wholesalebroadcast a video; do a restructuring, etc. Wholesale isnt the answer. Culture change happens at the retail levelwhich means working at the interpersonal level. Changing the way people in the company interact with each other in the interpersonal domain is what changes culture. When it comes to culture change you need to be the change you want to see (a quote that is misattributed to Gandhi). Leaders of large companies often ask me, in response, how can I possibly make that happen in my large company? Wont it take forever? I tell them that Kremlin watching doesnt only happen in Moscow. In companies, managers throughout watch leadership behavior like hawks. As a leader, if you behave in interpersonal interactions the way you would like managers throughout the organization to act, mirroring will happen faster than you think. I have seen it in giant companies like P&G. AG Lafley wanted to make the culture more consumer-focused, so in every meeting with any member of his executive team in which they were asking for his approval on a project or initiative, he would always ask: On what consumer insights is this recommendation based? And AG would spend lots of his time doing in-home visits with consumers to better understand their needs. Managers throughout the organization naturally followed suit because of his behavior. In the strategy process, he always both gave direction on what he was looking for his direct reports to produce but also offered to help them in whatever way they would find helpful. That created a culture of collaboration in strategy. I have done it myself in a much, much smaller organization, the Rotman School of Management. The culture was far too professor centric. The tenure stream professors were the proverbial Brahmin caste. But the student experience depended on everyone to deliver, and I wanted our culture to reflect that. So, I always stopped to talk to the front desk receptionist on the way to my office and to the cleaning staff when they came to clean my office (because I was there working late when they made their evening rounds), and to the IT staff, and to the lecturers, etc. Professors watched and most of them (not all!) shifted their behavior in a positive direction. And I have helped it happen in companies in between, as with a $10 billion luxury apparel company that sold mainly through clothing retailers. The incoming CEO was terribly disappointed in the in-store execution of the brand and the inattention the organization had to it. To him, it was a culture of fire & forget and hope. I convinced him that rather than attempting to change that culture through fiat, to do a series of impromptu retailer visits during which he would problem-solve with the store personnel to come up with ways his company and the retailer could work together to create a great in-store shopper experience with his brands. And I convinced him to invite his senior team members to come not order them; invite them. Some joined him on the first trip, during which he modeled the kind of problem-solving, partnership culture that he wanted to nurture. He didnt berate the retailer personnel. He talked to them constructively about partnership. Word got around and more executives joined him on future trips until the corporate jet was packed. Retail execution improved dramatically as the culture changed from fire & forget to partner-for-success. Practitioner insights Culture change is hard. The formal, interpersonal and cultural steering mechanisms that build up over time are there to keep you going in the exact same direction. There are three rules for successful culture change. The first is to think retail not wholesale. There are no master strokes from the faraway top of the company that magically bring about culture change. The second is to focus on the interpersonal domain. It is the mediating domain and the only domain that can directly impact and change culture. The third is to change culture, you need to change your own leadership behavior. There is no alternative. Do as I say, not as I do works as well in companies as it works with children i.e. not at all! Every interpersonal interaction for a leader is a two-edged sword. If you do it badly, your leadership behavior reinforces the culture you want to change. But if you do it well, it starts the formation of new interpretations consistent with the culture you want to see and that is gold! {"blockType":"mv-promo-block","data":{"imageDesktopUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/09\/martin.jpg","imageMobileUrl":"https:\/\/images.fastcompany.com\/image\/upload\/f_webp,q_auto,c_fit\/wp-cms-2\/2025\/09\/Untitled-design-1.png","eyebrow":"","headline":"Subscribe to Roger Martin\u0027s newsletter","dek":"Want to read more from Roger Martin? See his Substack at rogerlmartin.substack.com.","ctaText":"Sign Up","ctaUrl":"https:\/\/rogerlmartin.substack.com","theme":{"bg":"#00b3f0","text":"#000000","eyebrow":"#9aa2aa","buttonBg":"#000000","buttonText":"#ffffff"},"imageDesktopId":91412496,"imageMobileId":91412493}}
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Crypto heavyweight Coinbase said on Tuesday it has bought investment platform Echo in a nearly $375 million cash-and-stock deal, aiming to bring fundraising tools to its platform. Dealmaking within the digital assets industry has picked up pace this year as a crypto-friendly Trump administration encourages companies to expand their business in the U.S. Last week, cryptocurrency exchange Kraken unveiled a $100 million deal for futures exchange Small Exchange, paving the way to launch a fully U.S.-based derivatives suite. Echo’s platform makes raising capital and investing more accessible to the crypto community through private and public token sales. “We want to create more accessible, efficient, and transparent capital markets,” Coinbase said in a blog post. While Coinbase will start with crypto token sales via Echo’s Sonar platform, the company later plans on expanding support to tokenized securities and real-world assets. Echo was founded by crypto trader Jordan Fish, widely known by his “Cobie” pseudonym. The platform has helped crypto projects raise more than $200 million since its launch two years ago. In May, Coinbase had struck a $2.9 billion deal for crypto options provider Deribit, plugging a gap in its derivatives portfolio and strengthening its international presence. Arasu Kannagi Basil, Reuters
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