All organisations are powered by technology. Technology determines how we communicate and collaborate, how we interact with our clients and how we attract our future customers.

In the last few years the NEW companies that are disrupting traditional industries do not deliver, own or have expertise in the industry they are working in. They are pioneers of technology that links and enables others to collaborate and reach their customers more effectively. Think of Uber, the world's largest taxi company that owns no taxis; the world's largest movie house owns no cinemas, Netflix; the fastest growing banks have no actual money, SocietyOne.

During my recent series of interviews with leaders in the field of driving forward technology for the future, all the people I spoke to referred to pace of change as the biggest challenge they face in terms of staying up to speed with new innovation and customer expectation.

In fact the leaders I spoke with talked about the challenge of pace of change is not an external challenge but an internal challenge. They have innovative young people who are coming up with really exciting new ideas and developing them but selling those ideas internally is a real challenge. A leader in the digital space for a leading global bank said, "In digital we used to think in terms of a two year strategy. Now even when we are working to a one year strategy we find that it is out of date by the end of the first quarter." For many of those working at the "coal face" or perhaps "web face" of digital design this is not a problem. These techies are already working in an agile way and can pivot and change direction really quickly. What is more challenging is persuading our leadership and our internal customers that we need to change and divert from the strategy.

According to London & Partners, London is not just the most popular city in Britain for technology talent, but for the whole of Europe. There are more than 40,000 tech companies in the inner city alone and more software developers than either San Francisco or New York. So we have the talent and the capability but our internal leadership is behind the curve in speeding up how they take an agile approach to strategizing.

Another interviewee said, "Future leaders need to be able to adapt to change really quickly. They need to be able to work collaboratively with diverse people internally and externally. Yes, diverse in terms of nationality, gender, etc. but more so in terms of their way of thinking."

So how do we encourage our leaders to start to work in an agile way.

At Getfeedback, we have worked with HR and the leadership of several large organisations to help define their leadership culture and to use technology to measure this culture both at an individual and leadership team level. Raising self-awareness in an objective way by measuring performance has set a benchmark for where the leadership is operating now. Identifying areas of focus for driving behavioural change has resulted in a fast change in leadership behaviour.

Using technology to help drive an agile culture is a powerful solution that we can help your organisation with. We don't just talk the talk, we also like to take an Agile approach so please get in touch and we can help to find a bespoke solution to help your drive a leadership culture that thrives on pace of change. Please contact us on info@getfeedback.netinfo@getfeedback.net 01491545524.