Victoria Pelletier: How Belief-Building Drives Transformation at Scale
By: Gemma Versace
March 12, 2026 24 min read
Most organizations don't fail at transformation because they lack a strategy. They fail because nobody is willing to say out loud what's actually broken.
Victoria Pelletier, global vice president at Kyndryl and keynote speaker, has built her reputation on being exactly that person. Her approach to transformation is grounded not in telling executives what they want to hear, but in holding a mirror up to what needs to change, often before anyone else in the room is willing to.
On this episode of Keep Moving Forward, Victoria shares what she's learned leading large-scale change across some of the most complex environments in technology and professional services. Victoria has earned the title of CEO Whisperer for her ability to understand that the approach to transformation varies with goals and objectives. Getting people to buy into the process is a huge part of that. “You need to build belief in why we are doing this.”
Transformation stalls because organizations treat the human side of change as an afterthought. Getting that right requires belief-building, cultural alignment, and an honest assessment of who's actually in the right role. That’s what separates transformation that sticks from transformation that's all theater.
When Candor Is the Strategy
Victoria says that real value comes from telling leaders what they need to hear, not what they want to. One example she shares involves a CEO rebuilding after COVID, under pressure to cut 30% of organizational costs. The CEO wanted to move a longtime direct report into a vacant Chief Marketing Officer role despite having no relevant background for it. Nobody on the internal team was having that conversation.
That kind of clarity is the foundation of what she calls the "results equation," a framework borrowed from the team at Culture Partners. Different results require not just a new strategy, but a new belief system and a new experience layer: different systems, processes, language, and behaviors. Without those, strategy documents don't translate into changed outcomes.
Victoria can usually tell within 90 days whether a transformation will deliver or devolve into performance. The earliest signal she looks for isn't in the strategy. It's about whether the organization did the work up front to understand how different people will actually experience the change. When that groundwork is skipped, adoption problems follow almost inevitably. Having the right leadership is essential – and prior experience isn’t always required. “In many cases, I'll put people into roles because they have the desire, and propensity to learn, and grow, and do different, even if they didn't necessarily come with all of the experience or requisite skills. That in itself tends to lend itself to much greater success.”
And even when the design work and leadership are solid, fear can derail execution. Teams resist not because the technology is bad, but because the question of what this means for their job never gets answered. Effective change management requires addressing mindset as much as training people on new tools.
Building the Capabilities Transformation Actually Needs
When transformation requires capabilities the team doesn't currently have, the instinct is often to hire fast or bring in consultants. Victoria pushes back on that reflex with a nine-part framework she calls "the nine Bs," a model for mapping workforce strategy against business objectives.
The starting point is the skill gap: given your one-, three-, and five-year strategy, what capabilities do you actually need, and what do you honestly have today? From there, the decision to build, buy, borrow, or bring in bots follows logically from where those gaps sit relative to your core competencies. “It’s really critical to hold up a mirror to your org around, what do I really have today? And looking at the skills and proficiency of those skills, and then you'll identify what the gap is.”
Her bias is toward building. It preserves institutional knowledge, fosters loyalty, and taps into what younger workers increasingly define as job security: investment in their own growth. The honest caveat is that building takes 18 to 24 months to produce genuine proficiency, so most organizations need to supplement externally while developing their long-term bench in parallel.
Most Tech Leaders Underestimate the People Part
Looking ahead, Victoria points to a BCG study that she finds both instructive and underappreciated. According to that research, only 10% of AI's value comes from the algorithm itself. Another 20% comes from supporting data and technology. The remaining 70% comes from people and process.
"Hardcore technologists, that's not how they're wired today, generally. They think purely about the tech rather than about the people, about the adoption," she says. The transformation leaders who break through will be those who hold the full picture: Technical capability alongside the human conditions required for it to land.
That includes being honest about the current wave of AI-related workforce reductions. Victoria is direct about her disappointment. Most organizations announcing layoffs and attributing them to AI haven't yet built a clear AI workforce strategy. They haven't identified where automation makes sense or translated any of it into a coherent people plan. The label is being used before the work has been done.
The organizations that get transformation right don't pause operations to fix their systems. They redesign how the system works while it's still running, building clarity and belief across the organization at every step. As Victoria puts it, her own motivation is simple: "Everything you've ever wanted lives on the other side of fear." It's a principle she applies to herself as readily as to the organizations she advises.
Transcript
Victoria Pelletier:
From a tech perspective, one of the greatest blockers is adoption of the technology. And so, one, did you work upfront, again, from that human-centered design perspective, were the business requirements documented? And was it built towards those specifications? Many times it's broken up front. And so, okay, no, we didn't optimize processes. We didn't create a great user experience, but there's fear around what does this change mean for me. Fear and discomfort.
Gemma Versace:
Hey, everyone, and welcome to Keep Moving Forward, the podcast from X-Team for tech professionals who are passionate about growth, leadership, and innovation. I'm your host, Gemma Versace, Chief Client Officer at X-Team. In every episode, we sit down with leaders who are redefining how technology teams work, grow, and lead. People who understand that performance begins with connection. Today's guest is Victoria Pelletier, Global Vice President at Kyndryl. Victoria leads the teams responsible for many of the organizational enablers behind successful transformation. She covers everything from change management and workforce re-skilling to culture, governance, and program execution. She's also a keynote and TEDx speaker, known for challenging leaders to rethink how transformation actually happens inside large organizations.
Across her career, Victoria has worked on more than 40 mergers and acquisitions. That experience has earned her a reputation as somebody leaders turn to when change is unavoidable and the stakes are high. Her approach is grounded in radical candor, building trust with executives while helping them see clearly what must change for the business to move forward. In this conversation, we explore what it really takes to transform a technology organization while it is still expected to deliver every day. We talk about why transformation often stalls when leaders treat capacity as an afterthought, how culture and operating rhythm shape where the change actually sticks, and why the most effective leaders focus on building beliefs across the organization, not just writing strategy.
Because real transformation does not come from announcements or initiatives. It comes from clarity, momentum, and the ability to keep moving while the system itself evolves. Let's get started. Welcome, Victoria. Thanks so much for joining us today.
Victoria Pelletier:
Thanks for having me. Happy to be here.
Gemma Versace:
Excellent. We always like to start with getting our guests to tell us a little bit about their background. So, could you tell us a little bit about your background and your role at Kyndryl?
Victoria Pelletier:
Sure. Happy to. So, my background is, first of all, I've spent my career in professional services after getting recruited out of banking operations. And professional services has been outsourcing, consulting, technology enabled. The last number of years I have worked for technology companies, of which Kyndryl is one. We spun out from IBM about four and a half years ago and doing now full service. It was infrastructure, but now we are a full service technology consulting and services firm. I lead everything to do with... that's not technology based, actually. All of the enablers.
Our marketing team rebranded the practice I lead to people and performance. So, everything from how do you build successful value or business case and ensure you deliver against it to I lead our PMO, change management, culture, workforce transformation, and re-skilling. And then I'm also actually part of our internal culture governance committee, given that's a personal passion of mine. In terms of building the right kind of culture within organizations.
Gemma Versace:
Fantastic. Well, that's a remit and a half for sure. And it definitely makes my next question a little bit more understandable as to how you have been given the wonderful nickname as the CEO Whisperer. And looking after the remit that you do, absolutely no doubt all your CEOs are looking to you for guidance, and recommendations, and also just a temperature check across the business given the large remits. So, given your nickname of CEO Whisperer, I'd love to explore a little bit more about what does that actually mean in practice. And what do you do differently in the first 30 days with a CEO who's trying to lead change. And be honest, have you ever had a moment where you've thought, I need to be a little bit louder here? And what was really going on?
Victoria Pelletier:
So, I was given that nickname a number of years ago at a prior organization. My background is large scale transformation. So, although I work in technology currently, it's technology enabled, but it's the business that determines the tech to support their strategy. I've also been a part of now more than 40 merger acquisition or divestiture transactions, which require significant change in transformation and more than 100 corporate restructures. The CEO Whisperer comes in large part because I build trust with those that I'm working with. And in the world of consulting, often I find many consultants tell their clients what the clients want to hear, rather than what they need to do here. And so, I'm the what you need to hear person. Radical candor, I'm doing it from a place of care and compassion. And so, many times when I'm having conversations, it's holding a mirror up to their face.
An example of one where I had to be really tough. I was working with a CEO who, coming out of COVID, their industry was shook pretty hardly from it and needed to restructure, taking 30% of their cost out of their organization and do that through a combination of methods, through restructure. Some of it was just bringing supplier teams together, a bunch of different things. And in this case, the CEO saw that one of his direct reports, whom he was quite close with and had worked for, I think almost 20 years, wanted to move her from a supplier team into be the chief marketing officer, which happened to be a vacant role. And I just remember saying, Patrick, she has no background in this at all. So, let's be clear about what signals, also what's necessary for you to rebuild your business. And I don't think anyone was having that conversation, certainly none of the people from his own team.
And so, it's things that I do, but getting anchoring also on what are the clear goals and objectives you are trying to deliver and looking at the multitude of facets. I have this exercise I take businesses through and CEOs, but all the way down through their team, I called a results equation. I've borrowed it from the... There's a group called Culture Partners, but a book written by those founders. And it says you want a different set of results. Whether you need to grow significantly or pivoting, you need to turn around the business, requires a different set of actions. But to do that, not just do you build a strategy around it, you need to build belief in why we are doing this and create the experience layer through systems, through processes, language, actions, and behavior. And so, that's what I get them anchored to.
Gemma Versace:
Amazing. You can see exactly how beneficial you would be for change management in particular, because there is a lot of change management fatigue out there across businesses as well. And there is the impetus sometimes to really just focus on the really sexy new change that's going to happen, rather than consistently holding the line and being really deliberate about consistently looking and saying, does this come back to, as you said, the result that we want, the outcome that we want, or the buy-in that you're looking for across the team too, to be able to help deliver and execute on that change.
When you walk into a new organization, what's the earliest tell that you see from leadership, that you think this leadership team is really wanting transformation? Maybe the org is not there right now. How would you go about working through that with leadership, to be able to still drive the change that they are wanting and needing, but also making sure that you can bring the broader organization along for the journey and make sure that you get that all important buy-in?
Victoria Pelletier:
Well, you said one thing, Gemma, that I'd say first of all, that you talked about whether that... said that the leaders all want the change. That's actually the first thing I need to assess. Not all of them want the change. And so, I walk into organizations, whether I'm a new hire into my own organization, and then certainly as I come at it from a consultant standpoint, working with clients, to really lay the ground and do an assessment of current state. And so, lots of observation, lots of conversation, and asking different questions to really target, one, is it something they want? Is it comfortable with it, with said change and the action that's going to be required? And in some cases, it's assessing the skills to be able to deliver against that. So, in many cases, great strategy, but we don't have the right leadership to execute.
And so, that's where I anchor first is around those elements. And so, in many cases, I'll put people into roles because they have the desire, and propensity to learn, and grow and do different, even if they didn't necessarily come with all of the experience or requisite skills. That in itself tends to lend itself to much greater success. And so, that's where I start first. I mean, because again, many companies will already have a strategy. Sometimes they come in, and they don't even have one and they need support, but many of them have an idea of what it needs to look like. So, it's, do you have the right people in the right roles to deliver against that and motivate those within the organization? Going back to build belief and why are we asking them to do something new or different?
And what does this mean for me, particularly in the era of AI right now, what is that going to look like if I'm going to adopt this really successfully? Do I have a job? Those kinds of things. So, that's where I spend time first and then build out that holistic plan, in terms of how do you ensure value delivery against said strategy and business case?
Gemma Versace:
Absolutely. Thank you so much for giving some really good detail and insight. And for those people listening, really beneficial and valuable advice too, about how to go through enacting any type of change, and where to start and what some of those pillars look like. So, thanks for sharing that. Before we get tactical, what's a transformation in a tech business that you're proud of? And with the caveat being not because it was big or hugely successful, but because it was messy, and you were able to really work through and find a way through to that success.
Victoria Pelletier:
I spent a period of my professional services career dedicated and really focused on human capital. So, that means working with HR teams around the technology that supports their work, the strategy. And then in many cases, actually included the delivery or outsourcing of those services. And I remember a big shift a large bank was making to... Workday happened to be the system, the human capital management system. But making a shift where they were coming off of a different platform that was highly customized. And so, working with the CHRO to get to much more of a standardized model, so, sorry, configuration versus customization. He got me telling his teams any change they wanted, a million dollars, a million dollars, but just getting them to think really differently. But this meant we needed to change their way of working. So, you need to optimize processes and think about... And it's funny that this is the function of HR who's very human-centered, but doing human-centered design around their own operating.
And so, that one was really messy and changing a very fixed mindset for people who everyone thought they were purple unicorns, and so it had to be different. And so, working with them through that around, again, what does the end human-centered design, what do you want the experience to look like? And let's build that. And then in some cases, recognizing that there were just truly some slight configurations versus doing wholesale change. And so, bringing them on board and finding a... I try and build a change champion network. Who are those influencers? It's not always the most senior people in the organization. Who are the influencers that sit within there who can sway people along and bring them on the journey with you?
Those types of implementations take quite some time. You think about payroll and things like that, you need to do it and time it accurate. So, that was like an 18-month journey to get them there, but the heavy lift actually came within that first six months as we designed what it was going to look like, and getting people comfortable with what the new world was going to mean for them.
Gemma Versace:
Amazing. And I love what you said there too, that not everything has to be always wholesale change or not everything always has to be throw it out and start again. It doesn't always have to be different. There's some things that you can look at and say, "Fundamentally, this is something that we still should be doing. We just need to do it better and optimize it or enhance it." I love that. What's the earliest moment that you can usually tell during a transformation, that when you can tell a transformation will turn into a bit of theater, that it's all show, if you like? And what do you do to intervene and course correct or prevent that?
Victoria Pelletier:
I'm sorry for what is going to sound like consultant speak when I say it depends, but it does. I mean, it depends on the type of transformation. So, I have seen tech transformations been able to see it very early on within a matter of months of starting it. So, many times it's doing a proof of concept, particularly with AI. And now, agentic AI is new, but generative and even before that, robotics process, automation has been around for some time. So, I have been in around AI and I can see that quickly through POCs, how they're going to adopt. And I can get a very good sense early on, are they going to be successful in achieving the outcomes? Did we do work upfront to understand the, I'll call it the personas, that the way the different end users experience the change and what it means, whether it's role-based for the people doing it or the end customer?
And so, I can see that very early on. And if they didn't invest in that, and it depends on what stage. My business, my team's coming into that, I would always suggest that upfront. Many cases, we come in a little bit later and I'm like, "Okay, we need to course correct." But then I can see in some business transformations, I mentioned some of the M&A work. I've seen quickly where teams come together, where there wasn't enough emphasis on what does a shared culture look like and what is the evolution. How do we bring that together? So, in some cases, I can see within the first 90 days the level of effort that's going to be required to achieve the outcome at the velocity that they want.
And so, again, how do we pivot? How do we change? And so, I have the benefit of having done many of these, so I probably see it a little bit more quickly than others might. But it's actually why I love getting in there and getting my hands dirty.
Gemma Versace:
When a tech org is delivering work constantly, but outcomes are not improving, what are the two to three underlying patterns that you would look for first, such as decision-making or process issues, skills gaps even? How do you confirm what the real bottleneck is? How do you get to the root cause?
Victoria Pelletier:
Well, I like to be really clear on... And I'm sorry, and I probably sound a little bit like a broken record, but what are the outcomes you were trying to achieve by this? And therefore, what are the levers? What are the metrics we should be measuring? And so, from a tech perspective, one of the greatest blockers is adoption of the technology. And so, one, did you work upfront, again, from that human-centered design perspective? Were the business requirements documented and was it built towards those specifications? And so, then understanding, so if it was, then what's the issue with adoption? Many times it's broken upfront. And so, okay, no, we didn't optimize processes, we didn't create a great user experience. Sometimes just the user interface for things is done poorly, and so therefore you're not getting the adoption.
In other cases, that might actually have been done very well, but there's fear around what does this change mean for me. Fear and discomfort. And so, a big part of change management is addressing, not just, how do I enable you? How do I give you the skills and the training to change the processes, use the new tool set, but how do I address mindset? How do I address the fear of what this means, build trust in why we're doing this and what it means for me going forward?
Gemma Versace:
If a CTO listening has 90 days to show a measurable progress in their org, what's a realistic and minimally viable transformation plan on what they need to stop, start, and protect on their calendars? What would be some advice for the CTO listeners here?
Victoria Pelletier:
Oh, 90 days is tough. It's tough to implement and plan. So, whether for the CIO or the CTO, I mean, I always say, I mean, the technology is the enabler to the business. So, I would say if you are going to build a plan for transformation, make sure it is aligned to the business objectives. Technology is a cost center, unless you are a technology company and you are selling said technology. And so, you are the strategic business partner with the line of business owners. And so, making sure that the plan is very much aligned to that. Plus, of course, as I said, cost center. There's always going to be an element of efficiency and productivity that you can do just for the way in which you're supporting the organization. But I'd say build that plan over a course of 90 days, that is after you've spoken to all of the business leads that own their P&L to tie in, to be able to support them.
A CTO is focused on helping drive revenue versus a CIO, around new infrastructure and how do you support the business holistically? And so, making sure you're clear on building your transformation plan that's aligned to that. You'll more than likely get the support for that from a capital investment standpoint and the time. And you said calendar. So, I would say, Gemma, I mean, you need to protect the time it takes to invest to have the conversations. And by the way, I think there's a book called the Challenger Customer. There was a Challenger Sale, Challenger Customer, and it talks about the number of decision makers involved. And it's normally in a B2B sale, and this one's an internal, but the number of influencers.
And so, protect your calendar and a time invested to have those conversations, not just with the P&L owner, the decision maker, but those who influence around to be able to get support for the transformation.
Gemma Versace:
Absolutely. I think that whole communication is just so incredibly critical. And I can't remember whose line this is, but the whole thing around change. But also, needing to be able to get buy-in and really share that message is the whole, tell them and tell them again, every single time that you are engaging with the business. Just keep reinforcing the why, keep reinforcing why this particular outcome is something that the business needs and wants. And as you said, keep linking it to what the overall business goals and strategy looks like for endgame.
Transformation often needs skills, often needs skills the team doesn't have exactly right now. So, how do you decide what needs to be built internally versus bought as embedded or on demand expertise, without creating dependency or cultural mismatch? I mean, it's a loaded question, I know, but such an important one. And what would your thoughts be on that or any advice that you can give to listeners?
Victoria Pelletier:
I love that one. I want to rub my hands together. And I'm having so many conversations with business leaders right now. And I have this model, the nine Bs. And so, it starts with what's the business strategy? I think of a visual of a house. At the top of it, it's like business strategy. Foundationally, there's a balance and it's working through the build by borrow, bind, mobility, bounce. So, exiting is a strategy also, bots as a part of your workforce strategy. And so, I say you need to map the business strategy with the long-term goals. So, what's the need of that business strategy and all of the external forces, from macroeconomics, et cetera, what are your customers demanding? And then you need to start with what skills. So, based upon that, that one, three, five-year vision tied to business strategy, what are the skills that are required for today and for future?
And then being really critical and holding up a mirror to your org around, what do I really have today? And looking at the skills and proficiency of those skills, and then you'll identify what the gap is. And then from there, that balance of what are... If it's not your superpower as a company, then outsource it, where you can go and look to borrow talent. Or if it's a finite project where you're going to need those skills and you're not sure that you need them long-term, you're always going to need a thin slice of management of those skills that you may choose to outsource. Versus, again, the things that are connected to superpower, that are going to be really unique around IP that you might build, in which case you do want to buy the talent or build. And so, many times I'm saying build is one of the best strategies, but recognize that it takes time.
If you're building it, you've got institutional knowledge, hopefully you've got loyalty and built in those. And so, there's a much greater commitment to learn if they're already engaged. And in fact, we look generationally, the new generation coming into the workforce, their definition of job security. We know that doesn't really exist, but in their minds, it's the investment in themselves and their growth. And so, I love the build strategy, but it's 18 or depending on the skills you're building, it can be 18 or 24 months to get them truly proficient. And do you have time? And so, again, how do you supplement for now? And so, interestingly, well, first of all, Ford deployed engineers, those that are building the AI are the number one role out there to be hired right now.
But I'm seeing this skill that was done away with, or much fewer organizational design and job architecture, HR is a cost center. So, many times they eliminated that. That's come right back to the forefront, because we need to look at skills, and skill adjacencies and create some new roles where we're bringing our complimentary skills together.
Gemma Versace:
Absolutely. When doing these types of reviews, and analysis, and change management discussions, and design with businesses that you work with, are you currently at the stage where you are talking about the ratios between humans versus agents, AI agents? Or is it very much a case of everything is still very much human-led, and it's more of the AI tooling that is coming in to enhance and optimize? Or are you seeing businesses out there that are being quite deliberate and purposeful about, starting to say, as part of this strategy, we also do want to bring in a particular ratio that they see as the most optimal, to be able to say, yes, we have humans in the loop and humans that are ultimately owning the accountability and ownership, but we also have a group of agents that work alongside particular teams? Is that something that's factoring into the plans at the moment? Or is it still more the tooling that's more so needing to be embedded across businesses initially?
Victoria Pelletier:
I'm not seeing any organization that's able to set a ratio just yet. I think I'm finding it varies by industry. Some are much further advanced than others, in terms of how they look at the AI workforce and complimenting. I find more and more are at the place right now where they're doing an evaluation of how, and where does it make the most sense to use this technology, and what does that translate into as it relates to the balance between human and AI agent? I'm super disappointed to see so many companies doing wholesale layoffs right now and putting it on the doorstep of AI, because I can tell you they haven't figured it out. This is just a labeling rather than... Because they haven't gotten there yet. Whether it's because they're addressing a bit of a bloat that happened in their workforce coming through COVID and they're addressing it now, or just a way to do a reduction in force and have a better rationale for it.
That's the point that disappoints me, because I have yet to find any client that's got a very clearly articulated strategy on exactly what it's going to mean for their workforce. Some are much better at the strategy of when and where they're going to bring that technology in, but how that translates to the workforce, they haven't fully baked that in yet.
Gemma Versace:
Yeah. It seems like that natural next evolution. But as you said, it's already getting used as an excuse for rationalization across businesses. But as you said, it very much is just a wave of brush just to say this is all because of AI. But it'll be interesting to see exactly what the next iteration of those businesses look like. And how clearly they are able to articulate where the inclusion or adoption of AI has actually been able to move the needle for them internally, as they're suggesting that it will. Looking ahead, what do you think is going to define the next generation of transformation leaders in tech? And what do you think they're going to do differently or see differently?
Victoria Pelletier:
Well, I mean, AI right now will be a whole... like others, going to be like the internet was, industrial revolution. So, I mean, that'll just be inherently a part of it. I think those that do it well will recognize the importance of achieving those outcomes through looking at people and process. There's a study that BCG put out last year around the value of AI. At the time they're talking about gen AI, but AI, let's say. And they said that their formula is 10, 20, 70. They said only 10% of the value is going to come through the algorithm itself. 20% will be the data and the supporting technology, think security, et cetera. 70% is around people and process.
And so, I think those that will be most successful will recognize that. Hardcore technologists, that's not how they're wired today, generally. They think purely about the tech rather than about the people, about the adoption, and around that, again, human-centered design and the process. So, those that are going to be most successful are going to understand the balance of all of those, and work with leaders who can help bridge their gap and experience around bringing that holistic transformation to the forefront.
Gemma Versace:
Amazing. Really great advice there. Thank you so much, Victoria. I've thoroughly enjoyed our conversation today. We do ask at the end of all for our podcast guests, one very important question that is linked to here at X-Team is how do you keep moving forward. What gets you up in the morning? And what makes you consistently keep moving forward in this wonderful age that we live in, where there is so many different things, so many competing priorities, so many things that every single day need to be done? What keeps you moving forward?
Victoria Pelletier:
I think the fact that I am not a status quo person, I get super excited by being challenged and stretching myself. And so, I have a quote on the wall by George Adair, "Everything you've ever wanted lives on the other side of fear." So, I choose to put myself in my zone of discomfort consistently. That gets me excited, that gets me motivated. The end goal for me is something new and different.
Gemma Versace:
I love that. I absolutely love that you're consistently pushing yourself, as well as being out there successfully, pushing other businesses to be their best and to go from good to great. So, thank you so, so much, Victoria. I had thoroughly enjoyed the conversation and thanks for joining us today.
Victoria Pelletier:
Thanks for having me.
Gemma Versace:
As technology leaders, the pressure to keep delivering never really slows down. Roadmaps keep moving, customer expectations keep rising, and the work of transformation often gets pushed to the margins, because the day-to-day demands feel more urgent. What stood out in the conversation with Victoria is the reminder that transformation doesn't happen because leaders declare it. It happens when organizations create the conditions for change to actually take hold. That means being honest about whether the right people are in the right roles, building belief in why change matters and designing the systems, processes, and behaviors that allow new ways of working to stick.
Victoria also makes an important point about momentum. Teams can be incredibly busy and still feel like nothing is improving. Real progress shows up when leaders are clear about the outcomes they want, protect the time needed to solve the underlining problems, and create an environment where people feel safe to surface issues early rather than hide them. And maybe the most powerful idea from the discussion is that transformation is not separate from delivery.
The best leaders don't pause the business to fix the systems. They redesign how the system works so their teams can keep moving forward with clarity, trust, and confidence. Join us next time for more conversations with technology leaders who inspire us to grow, lead, and innovate. You can find us on Apple Podcasts, Spotify, or YouTube Music. If you enjoyed this episode, please share it with your network. We'll see you next time.
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