7 steps to a more adaptive enterprise

AdaptiveION co-founders Steve Davis and Ken Spangler are two former technology executives who know what it takes to build and lead a highly adaptive organization capable of thriving through change or disruption.As a managing director at Accenture, Davis led some of the largest agile transformations at global scale. Spangler’s leadership and vision as a global technology EVP at FedEx enabled teams to deliver on leading-edge technology in the worldwide transportation and logistics industry.In their new venture, Davis and Spangler are drawing on their combined 65+ years of experience to help companies execute at speed and scale. They joined me on a recent episode of the Tech Whisperers podcast to discuss the “AQ Factor” and how adaptive companies are consistently able to outperform the pack in revenue growth, profitability, employee engagement, innovation, change management, and more.Afterward, we spent some time drilling down into what they refer to as the “seven minimums of AdaptiveEXECUTION,” a set of practices that ensure an organization can not only keep up with the pace of change but lead it. What follows is that conversation, edited for length and clarity.Dan Roberts: With the speed of business today, the ability to execute adaptively is a key differentiator, yet many leaders find that traditional models of execution aren’t working for them anymore. What is the secret to executing effectively in such a volatile landscape?Steve Davis: The struggle to execute is not a new challenge, but it has become more pronounced as the speed and scale of change accelerates. A study by the Harvard Business Review found that 67% of well-formulated strategies fail due to poor execution. This gap between strategy and execution is the Achilles’ heel of many organizations. And it’s particularly compounded by the fact that these traditional models of execution are no longer relevant in an environment that demands quick pivots, relentless innovation, and precise execution.Steve Davis, co-founder, AdaptiveIONAdaptiveIONThe secret to executing effectively isn’t about having the perfect plan or the most sophisticated technology. It’s about building a foundation of adaptive execution practices that ensure your organization can operate, grow, innovate, and transform in a continuously evolving environment. This was the genesis of our ‘AdaptiveEXECUTION’ model. It encompasses more than just the result of what is delivered; it ensures that an organization, or a subset of it, leaves no gaps in its ability to execute better and faster.These are not just best practices — they are the non-negotiables for any organization that wants to execute at the speed and scale required to thrive in business today.Let’s take a closer look at the framework. The first foundational practice is Adaptive Leadership at Every Level. Can you talk about that emphasis on every level, and what adaptive leadership looks like at each one?Ken Spangler: In a world where the speed and scale of change will continue to accelerate, it’s not enough to have a visionary at the top or a few transformational leaders. Organizations must develop and expand adaptive leadership capabilities across the enterprise, integrating the adaptive mindset, skills, and behavior into their organization’s DNA.At the highest level, you need adaptive executives who can envision the future and set a direction that anticipates change. Research by MIT Sloan Management Review shows that companies with forward-looking executives are 30% more likely to be industry leaders. These leaders create an atmosphere where innovation is encouraged, and adaptability is celebrated.Ken Spangler, co-founder, AdaptiveIONAdaptiveIONThen there are what we call ‘adaptive changers.’ These are the change agents within the organization who translate the vision into actionable plans. According to a study by McKinsey & Company, 70% of change initiatives fail due to lack of buy-in and resistance. Adaptive changers overcome this by engaging stakeholders early and often, building alignment, and fostering an action-based culture of collaboration that can sense, respond, and pivot quickly.At the ground level, adaptive teams are where the execution happens. A Gallup report found that highly engaged teams show 21% greater profitability and are able to adapt quickly to changing demands. These teams are empowered to make decisions close to the work, allowing for rapid responses to changes in the market or internal priorities.The second practice is Anchored Purpose & Direction. One common denominator I see among top CIOs is that they’re intentional about connecting all teammates to their company’s North Star. Can you talk about why that’s important and how vision, values, and principles factor into it?Davis: Purpose drives action. When purpose and direction are clearly defined and deeply anchored, it aligns individuals, teams, and the entire organization, creating a unified force moving toward a common goal.The vision is the future state the organization is striving to achieve. A well-communicated vision provides clarity and direction, which is how you ensure every team member understands where the organization is headed and what their role is in getting there. Core values and principles act as the guardrails that keep the organization on track as it pursues its vision.This practice isn’t just about having a mission statement. Many organizations define their vision, values, and principles, but use them as a static, on-the-shelf definition not broadly understood enough to influence day-to-day actions and results. Adaptive organizations make these a living, breathing part of their culture. It’s about embedding that purpose into every decision, every action, and every outcome.What do adaptive organizations do differently when it comes to the third practice, Strategy & Execution, Integrated and Adaptive?Spangler: Most executives understand that execution without strategy is chaos, and strategy without execution is meaningless. But it’s not enough to align strategy and execution. They must be integrated and adaptive to respond to rapidly changing conditions. By ensuring every action is aligned with the organization’s goals and flexible enough to adapt as those goals evolve, organizations can execute better and faster.Crucially, adaptive organizations clarify accountability throughout the organization to ensure decision-making responsibilities are clear and embraced by everyone. It’s the difference between a culture where ‘we and us’ takes precedence versus one mired in ‘not my responsibility.’ In adaptive organizations, teams understand how their roles are crucial to the organization’s success, and this fosters faster decision-making and more adaptive execution because everyone works together to achieve shared goals.When we think about what defines culture, the next practice, Consistent Cadences & Intentional Habits, is a critical piece of it. What does this look like in adaptive organizations?Davis: Consistency is an essential foundation for adaptability. When it comes to cadence and intentionality, we look at three key areas: planning, execution, and governance.Adaptive organizations engage in disciplined planning cycles across all levels and time horizons, from strategy to execution. Execution cadences, which are the regular, repeatable activities that drive the organization toward its goals, are what ensure execution remains on track and that issues are identified and addressed promptly. Governance cadences keep strategy integrated with execution and enable adaptive response when needed.Establishing consistent cadences creates a structured rhythm that keeps the organization aligned and responsive to change. Coupled with intentional habits, it reinforces behaviors necessary for success and gives teams a stable foundation to pivot with speed and execute with confidence.You look at goal-setting and measuring success in the context of Connected Goals, Progress & Decisions. What’s the significance of that in terms of organizational adaptability?Spangler: First, we challenge the idea that ‘what gets measured gets done.’ It’s just not that simple. In adaptive organizations, goals, progress, and decisions are not isolated elements; they’re deeply interconnected. By correlating clear, measurable goals to real-time results with a cadence that focuses on decision-making and action, adaptive organizations respond faster and execute at higher levels of success.What does that look like? It starts with integrated goals and key outcomes. Integrated goals align teams and departments with the overall objectives of the organization. It’s how you make sure everyone is working toward the same targets and that outcomes are objectively assessed.Real-time progress measures provide a dynamic view of how the organization is performing against its goals. This real-time visibility is crucial for maintaining momentum and being able to sense and adapt with the speed required to ensure execution success.And finally, adaptive organizations make decisions and take action. They do this by establishing a culture of accountability with a cadence of actionability. Accountability is about ensuring that individuals and teams understand and are responsible for their actions and the outcomes they deliver. Cadence of actionability is about ensuring there is formality around how progress is vetted in a timely manner, along with a bias for action to ensure execution speed and success.Inherent in adaptability is the need to continually manage change effectively. What does Adaptive Change Management look like?Davis: Adaptive change management begins with inviting co-creation in the change process. Those who are affected by change must be part of the journey and be inspired to contribute to the new direction. This means engaging stakeholders early and making sure they understand the reasons for change and the benefits it will bring. Collaboration and co-creation are essential for adaptive change management because they ensure the change is practical, sustainable, and supported by those who will live it.Once the groundwork is laid, it’s about experiencing change firsthand, and enabling it to evolve and improve as new insights and opportunities emerge. Research from the Boston Consulting Group indicates that organizations that implement changes quickly and iteratively see 30% faster benefits realization. In other words, it’s easier to work ourselves into a new way of thinking than to think ourselves into a new way of working. By implementing change in manageable steps, the organization can build momentum, learn from the process, and make necessary adjustments along the way.Speaking of learning, the final element, Execution Learning & Renewal, emphasizes that this is an ongoing process as organizations execute. Why is this so important for adaptability?Spangler: Learning through execution is a key part of developing and expanding adaptive capabilities because it allows organizations to adapt in real-time. You can keep refining your processes and approaches to achieve better outcomes. Renewal is about applying this continuous learning back to all seven minimums of AdaptiveEXECUTION in a constant flow.In today’s fast-paced environment, the ability to learn quickly and apply that knowledge is essential. Organizations that prioritize a continuous ‘learn and apply’ culture are better equipped to adapt to changing conditions, which leads to improved results.It’s important to remember that execution isn’t just about adding new processes or tools. Often, it’s about ‘unlearning’ outdated practices and embracing simplicity. The concept of ‘less is more’ highlights the power of subtraction — removing unnecessary steps and eliminating obstacles to efficiency.The final step is then to make the outcomes tangible. It’s not enough to learn and adjust. Adjustments must translate into real, measurable results that impact performance. By connecting learnings directly to outcomes, you can ensure every cycle of learning and renewal contributes to the organization’s adaptive capabilities, keeping it aligned with its strategic objectives and ready to turn future challenges into competitive advantage.For more from Davis and Spangler on the “AQ Factor” and what adaptive companies do differently to outperform the rest, tune in to the Tech Whisperers podcast. Get in touch with me if you’d like to be informed of future virtual and in-person events and roundtables focused on building adaptive people, teams, and companies.

AdaptiveION co-founders Steve Davis and Ken Spangler are two former technology executives who know what it takes to build and lead a highly adaptive organization capable of thriving through change or disruption. As a managing director at Accenture, Davis led some of the largest agile transformations at global scale. Spangler’s leadership and vision as a global technology EVP at FedEx enabled teams to deliver on leading-edge technology in the worldwide transportation and logistics industry.

In their new venture, Davis and Spangler are drawing on their combined 65+ years of experience to help companies execute at speed and scale. They joined me on a recent episode of to discuss the “AQ Factor” and how adaptive companies are consistently able to outperform the pack in revenue growth, profitability, employee engagement, innovation, change management, and more. Afterward, we spent some time drilling down into what they refer to as the “seven minimums of AdaptiveEXECUTION,” a set of practices that ensure an organization can not only keep up with the pace of change but lead it.

What follows is that conversation, edited for length and clarity. The struggle to execute is not a new challenge, but it has become more pronounced as the speed and scale of change accelerates. A study by the Harvard Business Review found that 67% of well-formulated strategies fail due to poor execution.

This gap between strategy and execution is the Achilles’ heel of many organizations. And it’s particularly compounded by the fact that these traditional models of execution are no longer relevant in an environment that demands quick pivots, relentless innovation, and precise execution. The secret to executing effectively isn’t about having the perfect plan or the most sophisticated technology.

It’s about building a foundation of adaptive execution practices that ensure your organization can operate, grow, innovate, and transform in a continuously evolving environment. This was the genesis of our ‘AdaptiveEXECUTION’ model. It encompasses more than just the result of what is delivered; it ensures that an organization, or a subset of it, leaves no gaps in its ability to execute better and faster.

These are not just best practices — they are the non-negotiables for any organization that wants to execute at the speed and scale required to thrive in business today. In a world where the speed and scale of change will continue to accelerate, it’s not enough to have a visionary at the top or a few transformational leaders. Organizations must develop and expand adaptive leadership capabilities across the enterprise, integrating the adaptive mindset, skills, and behavior into their organization’s DNA.

At the highest level, you need adaptive executives who can envision the future and set a direction that anticipates change. Research by MIT Sloan Management Review shows that companies with forward-looking executives are 30% more likely to be industry leaders. These leaders create an atmosphere where innovation is encouraged, and adaptability is celebrated.

Then there are what we call ‘adaptive changers.’ These are the change agents within the organization who translate the vision into actionable plans. According to a study by McKinsey & Company, 70% of change initiatives fail due to lack of buy-in and resistance.

Adaptive changers overcome this by engaging stakeholders early and often, building alignment, and fostering an action-based culture of collaboration that can sense, respond, and pivot quickly. At the ground level, adaptive teams are where the execution happens. A Gallup report found that highly engaged teams show 21% greater profitability and are able to adapt quickly to changing demands.

These teams are empowered to make decisions close to the work, allowing for rapid responses to changes in the market or internal priorities. Purpose drives action. When purpose and direction are clearly defined and deeply anchored, it aligns individuals, teams, and the entire organization, creating a unified force moving toward a common goal.

The vision is the future state the organization is striving to achieve. A well-communicated vision provides clarity and direction, which is how you ensure every team member understands where the organization is headed and what their role is in getting there. Core values and principles act as the guardrails that keep the organization on track as it pursues its vision.

This practice isn’t just about having a mission statement. Many organizations define their vision, values, and principles, but use them as a static, on-the-shelf definition not broadly understood enough to influence day-to-day actions and results. Adaptive organizations make these a living, breathing part of their culture.

It’s about embedding that purpose into every decision, every action, and every outcome. Most executives understand that execution without strategy is chaos, and strategy without execution is meaningless. But it’s not enough to align strategy and execution.

They must be integrated and adaptive to respond to rapidly changing conditions. By ensuring every action is aligned with the organization’s goals and flexible enough to adapt as those goals evolve, organizations can execute better and faster. Crucially, adaptive organizations clarify accountability throughout the organization to ensure decision-making responsibilities are clear and embraced by everyone.

It’s the difference between a culture where ‘we and us’ takes precedence versus one mired in ‘not my responsibility.’ In adaptive organizations, teams understand how their roles are crucial to the organization’s success, and this fosters faster decision-making and more adaptive execution because everyone works together to achieve shared goals. Consistency is an essential foundation for adaptability.

When it comes to cadence and intentionality, we look at three key areas: planning, execution, and governance. Adaptive organizations engage in disciplined planning cycles across all levels and time horizons, from strategy to execution. Execution cadences, which are the regular, repeatable activities that drive the organization toward its goals, are what ensure execution remains on track and that issues are identified and addressed promptly.

Governance cadences keep strategy integrated with execution and enable adaptive response when needed. Establishing consistent cadences creates a structured rhythm that keeps the organization aligned and responsive to change. Coupled with intentional habits, it reinforces behaviors necessary for success and gives teams a stable foundation to pivot with speed and execute with confidence.

First, we challenge the idea that ‘what gets measured gets done.’ It’s just not that simple. In adaptive organizations, goals, progress, and decisions are not isolated elements; they’re deeply interconnected.

By correlating clear, measurable goals to real-time results with a cadence that focuses on decision-making and action, adaptive organizations respond faster and execute at higher levels of success. What does that look like? It starts with integrated goals and key outcomes. Integrated goals align teams and departments with the overall objectives of the organization.

It’s how you make sure everyone is working toward the same targets and that outcomes are objectively assessed. Real-time progress measures provide a dynamic view of how the organization is performing against its goals. This real-time visibility is crucial for maintaining momentum and being able to sense and adapt with the speed required to ensure execution success.

And finally, adaptive organizations make decisions and take action. They do this by establishing a culture of accountability with a cadence of actionability. Accountability is about ensuring that individuals and teams understand and are responsible for their actions and the outcomes they deliver.

Cadence of actionability is about ensuring there is formality around how progress is vetted in a timely manner, along with a bias for action to ensure execution speed and success. Adaptive change management begins with inviting co-creation in the change process. Those who are affected by change must be part of the journey and be inspired to contribute to the new direction.

This means engaging stakeholders early and making sure they understand the reasons for change and the benefits it will bring. Collaboration and co-creation are essential for adaptive change management because they ensure the change is practical, sustainable, and supported by those who will live it. Once the groundwork is laid, it’s about experiencing change firsthand, and enabling it to evolve and improve as new insights and opportunities emerge.

Research from the Boston Consulting Group indicates that organizations that implement changes quickly and iteratively see 30% faster benefits realization. In other words, it’s easier to work ourselves into a new way of thinking than to think ourselves into a new way of working. By implementing change in manageable steps, the organization can build momentum, learn from the process, and make necessary adjustments along the way.

Learning through execution is a key part of developing and expanding adaptive capabilities because it allows organizations to adapt in real-time. You can keep refining your processes and approaches to achieve better outcomes. Renewal is about applying this continuous learning back to all seven minimums of AdaptiveEXECUTION in a constant flow.

In today’s fast-paced environment, the ability to learn quickly and apply that knowledge is essential. Organizations that prioritize a continuous ‘learn and apply’ culture are better equipped to adapt to changing conditions, which leads to improved results. It’s important to remember that execution isn’t just about adding new processes or tools.

Often, it’s about ‘unlearning’ outdated practices and embracing simplicity. The concept of ‘less is more’ highlights the power of subtraction — removing unnecessary steps and eliminating obstacles to efficiency. The final step is then to make the outcomes tangible.

It’s not enough to learn and adjust. Adjustments must translate into real, measurable results that impact performance. By connecting learnings directly to outcomes, you can ensure every cycle of learning and renewal contributes to the organization’s adaptive capabilities, keeping it aligned with its strategic objectives and ready to turn future challenges into competitive advantage.

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