In today’s dynamic world of work, the path to opportunity — for both individuals, and organizations — is changing.

Many senior executives know this and worry about it. When asked what keeps them up at night, CEOs involved in transformation often say they are concerned about how the work force will react, how they can get their team to work together, and how they will be able to lead their people. They also worry about retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best-laid plans have gone awry.

Leadership teams unfortunately fail to plan for the human side of change.

Pandemic-driven transformation in an uncertain economy is probably not the business disruption that most tech leaders expected to lead through—but as technology proves its ability to help change a company’s trajectory, few other leaders are better primed to help lead their organizations out of this crisis and into the growth mode. The leaders can help their organizations thrive in an altered competitive landscape influenced by new and still-unknown business, societal and cultural norms.

Future-focused visionaries who prioritize agility and innovation

How can companies thrive in the long-term when the business-technology landscape is constantly shifting beneath them?

70-80 percent of changes are unsuccessful because of the leaders are driven by fear of loosing the control over the process of change management and leading them to make inappropriate decisions.

No single methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process.
Organizations need kinetic leaders to drive innovation and manage change. The perspectives of C-suite executives and corporate board members on the role of the future technology leader are converging: Business and technology leaders agree that their organizations need dynamic, change- oriented technology leaders—kinetic leaders—to help envision the technology-driven future, lead

The organization’s capacity to change:

  1. Any significant transformation creates “people issues.”

2. The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution.

3. As transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organization.

4. The structure remained in place throughout the change program, which doubled the company’s earnings far ahead of schedule. – This approach is also a superb way for a company to identify its next generation of leadership. –

5. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change.

6. Communications flow in from the bottom and out from the top, and are targeted to provide employees the right information at the right time and to solicit their input and feedback.

7. Companies often make the mistake of assessing culture either too late or not at all, because no change program goes completely according to plan.

8. Team leaders should be as honest and explicit as possible.

Risk-based portfolio mindset.

Because innovation initiatives don’t always deliver positive financial returns, they may not meet traditional investment governance requirements—and it can be challenging to reconcile iterative delivery with long-term ROI. A portfolio approach to technology investments can help align innovation, business strategy, and risk appetite. Technology leaders can work with CFOs to ensure investments across multiple time horizons and risk categories to make measured bets, ensuring consistent financial returns while managing risks.

The leaders should not wait for business executives to explain their needs; they should get in front of the rapidly shifting landscape and devise proactive solutions to rewire business processes, redefine business models, and help shape their organizations’ “next normal.”

Organizations in all sectors and geographies are entering a new volatile era, and they likely will need leaders with the vision and tenacity to drive meaningful change amid historic uncertainty.