Transformation is often treated as a program with a beginning and an end. From your perspective, what needs to change for publishers to make transformation part of how the organization operates every day?

Amy: Transformation feels like a program because organizations treat it like one – a temporary push, a special team, a finish line. Publishers need to flip that mindset.

First, operating model design has to change. If improvement isn’t built into roles, rhythms, and governance, it will always lose to BAU.

Second, the organization needs faster decision-making rhythms. You can’t run continuous change on quarterly steering groups. You need small, frequent decisions that keep things moving.

And third, publishers must get better at retiring old processes. Most organizations only ever add. Continuous transformation requires subtraction – clearing space so new ways of working can actually take root.

When these things shift, transformation stops being a project and starts becoming the way the organization operates.

You oversee areas that sit at the intersection of delivery, technology, architecture, and culture. How do you make sure transformation is not driven by technology alone, but by a clear understanding of the business processes and people it is meant to support?

Technology is the easy part. The hard part is understanding how people actually work and why. I start with process intelligence – not the neat Visio version, but the messy reality: the handoffs, delays, workarounds, and pain points.

Then I look at human debt. Every change adds cognitive load. If we don’t account for that, even good solutions fail.

And I use architecture as a business tool – clear domains, clear ownership, clear boundaries. When architecture is framed this way, it becomes a translator between business intent and technical choices.

This keeps transformation anchored in how the organization actually runs, not in whatever technology happens to be fashionable.

Transformation often fails not because the vision is wrong, but because day-to-day priorities pull teams back to familiar ways of working. How do you keep an organization moving forward once the initial momentum fades?

Momentum doesn’t vanish because people lose interest; it vanishes because the organization’s operating system drags them back to the familiar.

So I focus on creating capacity. If teams are still carrying the full weight of the old system, the new one will never stick. Something has to stop.

I build visible progress loops – small wins, quick feedback, evidence that the new way works. People move when they can see movement.

And I pay close attention to leadership behavior. If leaders slip back into old reporting, old approvals, old habits, the organization will follow instantly. Sustaining change is a leadership discipline, not a communications exercise.

The goal is simple: make the new way easier than the old one.

If there’s one idea you hope people take away from your session, what would it be?

If there’s one message I want people to leave with, it’s this: Transformation isn’t something you finish. It’s something you build into the organization’s identity.

The companies that thrive aren’t the ones with the biggest programs – they’re the ones that treat transformation as a capability, not an event.