The only constant is change!

Lise-Lotte Helms-Olesen
6. aug.
4 min læsning

A guide for CEO’s and Chairs in a time of disruption and continuous change.

In a world where disruption is becoming an everyday occurrence, geopolitical upheavals are commonplace, and expectations of leaders are on the rise, how do the CEO and Chairs deal with constant change, and what can they do to prepare themselves for the unknown?

Lise-Lotte Helms-Olesen and Leadership Capital Group will explore all this and more in depth over the coming months. Change management is about to be replaced with change leadership.

In the coming articles, subjects like preparedness, organizational adaptability, organizational development, and the strategies required to better face disruptions and continuous shifts are on the table, and we cannot wait to share our insights with you!

Welcome onboard

In this article, we delve into disruptions and continuous shifts, what distinguishes change leadership from change management and the role of the CEO and Chair in building adaptable and resilient companies.

Disruption is a Capability Test

Disruption is not just about a headline – it is a stress test of whether your organization can adapt and sustain performance. Resilience must be built into the system and processes, not improvised during a crisis.

Change Leadership is the New Readiness

Traditional change management is no longer enough. Resilience depends on developing adaptable leaders across the organization, not just reacting quickly to external effects. This shift means cultivating change as a capability and intrinsic value, not a reaction.

CEOs Must Unify to Build Future-Ready Teams

The CEO’s role is to build collaborative strength - designing readiness, aligning teams, and investing in people. Evolving leadership is the key to navigating hybrid work, burnout, and cultural erosion.

The 5:47 alarm call

For Chairs and CEOs alike, the question is no longer whether disruption will strike - but whether your organization is built to absorb it and will sustain performance.

Any CEO will recognize this moment: It’s 5:47 AM. You reach for your phone. And there it is:

AI breach exposes customer data - regulators demand answers
Global markets tumble - supply chain exposure hits earnings forecast
Extreme weather - halts operations in three key regions

Behind every headline is your question: Can my teams absorb this level of disruption?

Imagine the cost of a senior executive who is not capable of leading the change? It is not just attrition – it is the ripple effect. Fatigue sets in, mindset erodes, and performance stalls.

The hidden insurance

What is often overlooked is that these disruptions do not just dilute your strategy; they test your organization’s ability to adjust, adapt, and to deliver under pressure.

Chairs and CEOs today face a paradox: They are expected to navigate disruption, but they also face fatigue - across their teams, the organization, and possibly even from themselves.

A necessary shift is needed: Change Management is for project support only. Change Leadership is what builds organizational resilience, especially when it is part of the organization’s core strengths and intrinsic capabilities.

Every leader must adapt and develop new skills in today’s business environment. You, as a leader, can and should no longer just expect change when you or your business is disrupted; you must help to grow organizational change capabilities, and it will be the insurance you invest in for future growth.

Adapt without diluting

Adaptability is not optional; it should be an organization’s core capability. CEO’s announcing bold moves or showing up for the company kickoff is not enough. An organization’s readiness for adaptability is not the default. Such a capability must be designed into the organization so that it intrinsically performs when disruptions appear.

The good news is that this skill set can be taught/learned, embedded, and scaled.

Leaders build it by how they communicate, how they involve others, and how they role-model change.

Real readiness delivers without compromise:

Save smart: Cost-cutting must preserve core capabilities. Skill-building is an investment, not overhead.
Grow well: Growth is vital, but not at the expense of mindset. A strong culture helps prevent burnout and erosion.
Retain the culture during change: If change and the embracing of change are part of the company culture, disruption is not inevitably a danger to the business but part of its continued evolution.

The CEO as a unifier

Resilience does not come from a quick response. It comes from designing readiness into the organization’s development. That means saving without hollowing out skills - retaining core capabilities while aligning with current circumstances.

In this context, the CEO is more than just a communicator. They are the Unifier in Chief.

The one who ensures every function, every leader, and every team learns to adapt. Not in isolation, nor on their own, but by learning new skills that build the resilient organization together.

A practical example – the transformation of hybrid work models

Inflation rates are returning to normal, tariffs are integrated into deals, and many other challenges business leaders are dealing with are lessening or being handled over time. But one of the most persistent challenges CEOs are facing post-pandemic is how to engage the hybrid workforce.

This is not just a new policy, and it takes more than simply agreeing to a 3-day office week.

In 2020, organizations were leaning on hybrid work models. Employees did not just adapt; since then, many have reshaped their lives and productivity rhythms, receiving autonomy around them.

Now, many business leaders seem to think that reverse-engineering a shift top-down is the solution.

Policies are not the solution here; it is the organizational skill set in leading change. If people are to return to the office, you must communicate, involve people, and stay patient throughout the activation.

Your most convincing arguments are that:

Organizational and individual needs must always be aligned, not competing
Expectations should be clear, policies and perks do not drive engagement; wider collaboration does

Evolve your leaders, not just your business

Do not just respond to disruption, and do not just evolve the business. Invest in evolving the people who run it.

That is your edge. And that is what you can expect to hear more about from us.

While You Wait

Before the next article drops, take a moment to reflect - with your executive team or board:

Where is your organization showing signs of fatigue, and change-capability gaps?
What would it take to make adaptability a future organizational capability and not just a CEO trait?