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Episode notes
As the speed of enterprise change accelerates, CEOs are increasingly focusing on continuous transformation to remain relevant, competitive and profitable. But large-scale transformations are hard to sustain. Regardless of how compelling the business imperative and exponential the technical drivers, successful outcomes depend on people. How do we help our teams identify and overcome the barriers to change? How do we identify and empower the change makers in our teams?
In this inaugural episode of Season 4 of The Progress Report, our guests explore how to navigate the complexities of enterprise transformation and lead an organization towards a purpose-driven future. Tune in as experts discuss what it takes to be a “change maker,” including the art of balancing quick wins with long term goals, fostering a culture of adaptability, and the critical role of communication in driving successful change.
Featured Experts
- Ismail Amla, Global Practice Leader, Kyndryl Consult
- Victoria Pelletier, Kyndryl Consult and Founder and CEO, Unstoppable You LLC
What you will hear
“Change is uncomfortable. I think the magic happens in our discomfort zones...That's where we see failure as learning, where curiosity is valued, and adaptability just becomes almost second nature.” – Victoria
"As the change maker, you're setting the pace, and you’ve got to get your mind around that...You’ve got to bring a whole host of growth mindsets and pace setting with a whole host of respect and humility, because people are doing day jobs that are really valuable and that are keeping the firm going. How do you make sure that the person driving the plane can keep on driving the plane while you're telling them to change the engine?” – Ismail
“I think a big part of our role is to connect the change to purpose. Not just the purpose of the organization at its most macro level, but to why we're making the change, and bring that down to the individual, so they feel a strong sense of passion towards being a part. But other things come along with that...We are all leaders, regardless of our position in our hierarchy, or how many direct reports we have reporting to us. So, I think by making that kind of inclusive culture, where they feel that safety, where they're connected to purpose.” – Victoria
