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Niren Chaudhary
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Perpetual adaptability has become the defining capability of modern organizations — no longer a luxury, but a condition of survival. As markets shift, technologies advance, and customer expectations rise, organizations must be designed with change at their core to remain competitive, resilient and adaptive.
With the world going through unprecedented levels of change, volatility and unpredictability, businesses are operating with an increased level of uncertainty. Niren believes leaders must take stock of the organisational architecture they need to rapidly innovate. Those that cling to rigid hierarchies and outdated ways of working risk being left behind. He says; “Innovation is essentially doing whatever it takes to make your business model stronger in the environment in which you operate. It's not just limited to products, it's a mindset of continuously adapting to what's evolving, so you can be successful at an enterprise level. Fundamentally, that means dealing with the organisation architecture.”
Niren is unequivocal that organizations must strip away unnecessary layers to become flatter, nimbler and more responsive. He explains; “The distance between a CEO and a frontline worker has to be significantly compressed. As part of that flatness, you also have to leverage your talent in a much more effective way, so broader spans of responsibility with ideally between seven to 10 people working for a particular executive. I believe that one-on-one reporting relationships are no longer acceptable.”
Swipe LeftSwipe RightThe distance between a CEO and a frontline worker has to be significantly compressed.
Niren Chaudhary
Empower the edges of the organisation
When decision-making is concentrated at the top, organizations become slow and unresponsive. Niren is clear that a flatter structure must be accompanied by true empowerment, so that employees are trusted to respond to customer needs and market changes in real time. He says: “The points of interaction of the organisation where the consumers are, need to be empowered to rapidly make decisions without needing to check back with headquarters.” This approach can accelerate the pace of change and foster a sense of ownership. However, Niren is clear that empowerment alone is not enough, it must be supported by new ways of working and connecting. This relies on two factors; communication and leadership.
Firstly, traditional top-down communication is no longer sufficient, and organizations need more sideways collaboration through peer-to peer networks. These networks facilitate the rapid sharing of knowledge and best practice, accelerating learning and decision-making. In a peer-to-peer environment, employees are encouraged to collaborate across functions and levels, breaking down silos and fostering innovation. Such networks are particularly valuable in complex, fast-moving environments where no single individual has all the answers. By leveraging the collective intelligence of the workforce, organizations can solve problems more creatively and effectively.
Leadership’s role in embracing change
While structural changes are vital, Niren stresses that leadership is the real catalyst for adaptability. Leaders must embody change themselves — questioning assumptions, experimenting with new approaches, and modelling resilience when things don’t go to plan. Just as importantly, they need to create psychological safety, where employees feel free to voice ideas, take calculated risks and learn from failure without fear of reprisal. As he notes: “That virtuous loop of doing, failing and learning will be a defining cultural hallmark for organizations in the future.”
Adaptability, Niren argues, does not emerge by chance; it must be deliberately designed into the organisation’s DNA — from structure to processes to culture. Central to this is leader-led modelling of an innovation mindset by instilling a constructive dissatisfaction with the status quo, a constant curiosity, and a drive for improvement. As he puts it: “It’s a positive energy about trying to be continuously better — individually, collectively, and as an organisation. You institutionalise that by embedding this dissatisfaction with the status quo: A desire to continuously improve, an innate sense of curiosity and an ability to be resilient.”
By flattening hierarchies, empowering employees, nurturing peer-to-peer collaboration and modelling adaptive leadership, organizations can embed perpetual adaptability into their DNA. In an age of volatility and disruption, resilience will not be a by-product of success but its very foundation — and only those organizations designed for change will endure and thrive.