Well, that was fast! We have reached the end of the conference with our final keynote. There has been a lot to absorb and learn over the past few days, and I've enjoyed my time here. With that, here's the closing talk for PNSQC 2025.
Allan Rennebo Jepsen is a leadership expert and author based in Copenhagen, Denmark, who has spent over two decades helping organizations adapt to change rather than fighting it. Allan opened up with an example of an online banking initiative that went horribly wrong, where everything that could go wrong did, to the point where the CEO at a corporate meeting said that a large majority of customers of the bank would not be around a year from now. Meaning their business model was cratering and they risked going out of business. Change is needed, but how in the world are they going to do it? Large banks are optimized for compliance, and because of that, they are literally designed to preserve the status quo.
So what ends up happening? “We are trapped in a loop of meetings, updates, and alignment sessions, with initiatives and plans made, but somehow, progress keeps slipping away.”
This ongoing “cycle of coordination” eats up energy and time while creating an illusion of progress. Wouldn't it be nice to be able to break the cycle and replace it with focused, adaptive, and empowered teams with goals and efforts that can actually move the organization forward?
As Allen points out, the one true constant is change, and change is not slowing down. New technologies, shifting customer expectations, and global competition mean that businesses must evolve faster than ever before. “Success today requires a new paradigm, one that values bold leadership over small tweaks.”
Many organizations instead fall into reactive patterns and mindsets. They organize based on what the business thinks is important, rather than looking at what the actual customers need. Every new change triggers a cascade of alignment meetings, but before that alignment solidifies, another change hits. The result is paralysis through coordination.
What will it take to break out of this vicious cycle? Genuine adaptability, that's what. Organizations that show that they can learn, adjust, and act decisively in uncertain conditions are the ones that will ultimately thrive.
What do we need to do to actually make change happen?
Strategic Prioritization
We need to focus our energy where it matters most. Not every initiative deserves attention. Leaders need to be ruthless in prioritizing efforts that drive real impact and cut through the noise of constant change.
Winning Together
Too many departments chase local wins at the expense of the organization’s overall success. Instead, focus on organizational collaboration and allow for genuine long-term thinking. Optimizing one team while degrading the system as a whole is counterproductive.
Thriving Amid Change
When teams are empowered to make decisions and take action without waiting for endless approvals, they can develop true adaptability. With those experiences, the team can get better and address challenges related to change. Success likelihood grows when teams have both the authority and the accountability to act quickly. Resilience and adaptability are learned competencies, not traits reserved for a few innovative companies. If you want to be resilient and adaptive, you need to practice and work towards being resilient and adaptive.
Allan encourages creating a “low-risk, high-impact” framework for building organizations that are genuinely adaptable. Continuous learning loops, clear ownership, and a culture of shared goals help with and reinforce the opportunities to effectively adapt to change.
As Allen points out, “These organizations didn’t get there by accident. They created the conditions where adaptability could flourish.”
Artificial intelligence, decentralized decision-making, and global competition are reshaping how organizations operate. Instead of fearing disruption, leaders should view it as a constant condition to master. Focus on adaptability as the ultimate organizational competency.
“You can’t predict the next disruption, but you can prepare your organization to handle whatever comes next.”
Key Takeaways
- Prioritize what truly matters. Avoid being spread thin across too many initiatives.
- Empower your teams. Give them the clarity and authority to act.
- Collaborate across silos. Success comes from shared goals, not isolated wins.
- Embrace continuous learning. Every challenge is a chance to adapt and improve.
If there's any one message or idea to bring home today, it is that change doesn’t have to be chaotic. Leaders who build adaptable, empowered teams will be the ones who turn constant change into a competitive advantage.
Want to know more? Allan’s book “Impactful Organizations – And How to Become One!" expands on many of the ideas shared today.
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