2015 was a year of significant change.
It was a year that featured some of the largest mergers and acquisitions in the recent history of business. We witnessed the pace of disruptive business models increase, venture capitalists exercised their influence, there were occasional signs of a return to economic activity, but austerity and financial pressures were also a constant. The common feature of these trends is that change will continue to reshape organisations and markets.
During my travels and interviews many CIOs discuss with me the need to ensure that change is achieved without the DNA of high performing, ambitious and outcome achieving teams being damaged.
Sadly stories of great teams being be de-motivated or broken up have also been regaled to me by CIOs who found themselves in the unenviable position of delivering a phoenix from the ashes of a mishandled change programme that was poorly executed.
Botched change programmes are as risky as no change programme at all. My key sources have shared with me stories of an organisations they have seen carry out poor change programmes which create a short-term improvement in the bottom line,but in the medium term lead to the organisational DNA breaking apart.
In our community we talk regularly of the Kodak moment, when this once innovative company forgot its DNA and died as a result. CIOs will be tasked with leading significant change programmes in the face of market disruption over the coming years. I and my colleagues have campaigned for business technology leaders to be at the forefront of change programmes, but there must also be concern that in leading change, innovation leaders take the time, recruit the skills and the communications methods to truly understand an organisation’s DNA and protect it. By remodelling in collaboration, the organisational DNA can morph to meet the needs of customers and the challenges ahead.