Speaker Spotlight: Friska Wirya on Future-Fit Organisations and Leading Meaningful Change
As transformation remains a constant pressure across industries, few voices cut through the complexity like Friska Wirya—TEDx speaker, author of The Future Fit Organisation, and founder of Fresh by Friska. Ahead of her Plenary Keynote at the Business Change and Transformation Conference Europe 2025, Friska shares powerful insights on what it really takes to lead successful, sustainable transformation.
Her session, “Mastering Transformation: The Secrets of Future Fit Organisations”, will equip delegates with a blueprint for people-led change that delivers real impact. In this exclusive interview, Friska unpacks the mindsets, leadership qualities, and cultural shifts required to make transformation not only stick—but thrive.
1. Your keynote, Mastering Transformation: The Secrets of Future Fit Organisations, promises a fresh perspective on change leadership. What inspired you to focus on this topic, and what do you believe sets successful transformations apart from the rest?
The inspiration for Mastering Transformation: The Secrets of Future Fit Organisations comes from my firsthand experience leading change across multiple industries, from engineering giants like Worley and SMEC to highly polarising sectors such as mining and oil and gas. Time and again, I’ve seen that transformation isn’t just about implementing new technology or restructuring teams—it’s about reshaping mindsets and behaviors.
What sets successful transformations apart is the ability to embed adaptability into the organisation’s DNA. Many companies focus on processes and systems, but the real game-changer is how leaders engage their people. The most resilient organisations foster a culture of continuous learning, psychological safety, and accountability. They understand that change isn’t a one-time event but an ongoing evolution…. They systematically build their workforce in the right way: with the right people, aptitudes and attitudes that are conducive to ongoing transformation.
In my keynote, I’ll share the 3 key levers that distinguish companies that are future fit and why they’re important for the 3Ps: performance, profitability and productivity.
2. Your session touches on the persistent challenge of transformation failure rates. What are some of the biggest misconceptions leaders have about change, and how can they shift their approach to avoid common pitfalls?
One of the biggest misconceptions leaders have about change is that it’s purely a technical process—something that can be neatly planned, executed, and completed. In reality, transformation is fundamentally about people. No matter how sophisticated your strategy or technology is, if your people aren’t engaged, the change won’t stick. They focus a lot on logic, on speeds and feeds….. When it should be about fears and feelings.
Another common myth is that communication equals buy-in. Leaders often assume that sending an email or hosting a town hall is enough to get employees on board. But real engagement comes from two-way dialogue, involving people in the process, and addressing their concerns proactively.
To avoid these pitfalls, leaders need to shift their mindset from managing change to leading change. This means:
1. Prioritising emotional intelligence – Understanding and addressing resistance with empathy.
2. Making change personal – Helping employees see how transformation benefits them, not just the business.
3. Sustaining momentum – Change isn’t a one-off event; it requires reinforcement through culture, incentives, and leadership modeling.
Ultimately, the most successful transformations happen when leaders move beyond compliance and create true commitment within their teams.
3. One of your key takeaways is about fostering a forward-looking mindset. What are some practical ways leaders can embed this mindset within their teams and across their organisations?
Fostering a forward-looking mindset is crucial for organisations that want to remain competitive and adaptable in an ever-changing world. One of the first steps for leaders is to model the mindset themselves. Leaders must be the embodiment of curiosity, resilience, and openness to new ideas. When leaders embrace change, take risks, and constantly learn, it sets a powerful example for their teams.
Here are a few practical ways leaders can embed this mindset:
1. Encourage ongoing learning – Offer bite-sized opportunities for upskilling that are future-focused. This could mean anything from training on emerging technologies, through to attending or even holding your own hackathon.
2. Create a safe space for experimentation – Encourage teams to experiment and learn from failure. Seek out and celebrate these trial and error opportunities.
3. Set long-term goals with short-term actions – Help teams understand how their daily work aligns with the broader vision of the future. Break down long-term objectives into manageable steps and celebrate incremental wins to maintain momentum.
4. Foster a culture of collaboration and inclusion – Innovation happens when diverse perspectives come together. As a leader, it’s up to you to create an environment where all voices are heard and respected.
5. Empower employees to take ownership – Give your team members the autonomy to make decisions and contribute to shaping the future. When employees feel ownership over the change, they are much more likely to take initiative and drive progress.
By integrating these practices into everyday leadership, organisations can create a mindset that isn’t just about reacting to change, but actively shaping it.
4. You talk about the importance of a ‘robust people stack.’ In your experience, what are the most critical qualities leaders should cultivate to drive meaningful transformation?
A ‘robust people stack’ is the backbone of any successful transformation. In my experience, the most critical qualities that leaders should cultivate to drive meaningful transformation fall into a few key areas:
1. Emotional Intelligence (EQ) – Leaders need to be able to understand and manage their own emotions while recognising and influencing the emotions of others. Change can be difficult and uncomfortable, so having leaders who are attuned to their teams’ emotional responses is essential. EQ allows leaders to address concerns empathetically, navigate resistance, and create a supportive environment.
2. Adaptability – Transformation requires flexibility. Leaders must be able to pivot when new information arises or when something isn’t working as expected. The ability to embrace uncertainty and make adjustments is critical in navigating the evolving landscape of business change.
3. Visionary Thinking – Leaders need to keep the bigger picture in mind and inspire others with a clear, compelling vision of the future. Without a well-defined purpose or direction, it’s easy for teams to become disoriented or disengaged. Visionary leaders bring clarity, purpose, and hope to transformation efforts.
4. Decisiveness – Change initiatives require leaders who can make decisions quickly and effectively, especially in times of uncertainty. While it’s important to gather input and consider various perspectives, a leader must also be able to take the reins and make informed decisions that keep the momentum going.
5. Resilience – Transformation is not a smooth, linear journey. There will be setbacks, challenges, and failures along the way. Leaders need to model resilience by bouncing back from adversity, learning from mistakes, and maintaining a positive outlook that inspires their teams to do the same.
6. Collaboration and Empowerment – Finally, leadership should be about empowering others. Leaders who create an environment where people feel included, trusted, and capable of making decisions will see more engagement and ownership in the change process. The transformation is only as strong as the people driving it, so cultivating collaboration and trust is essential.
When leaders embody these qualities, they set the foundation for a people-first transformation that is sustainable and impactful.
5. With organisations facing increasing volatility, resilience has become a major focus. What are some key strategies to build a culture that thrives amid uncertainty and change?
In today’s environment, where volatility and change are constant, building a resilient culture is more important than ever. Resilience isn’t just about bouncing back from setbacks; it’s about fostering a mindset and environment where teams can thrive, innovate, and maintain their momentum even in uncertain times. Here are a few key strategies that can help organisations build that kind of culture:
1. Foster Psychological Safety – For resilience to take root, teams must feel safe to take risks, make mistakes, and voice concerns without fear of judgment. Leaders should create an environment where failure is viewed as an opportunity for growth, not something to be punished or avoided. This builds trust and allows individuals to act with confidence, even in challenging circumstances.
2. Encourage a Growth Mindset – A growth mindset is foundational to resilience. When people believe they can learn, adapt, and improve, they are more likely to stay engaged and proactive during times of change. Leaders can encourage this mindset by celebrating learning moments, supporting professional development, and promoting the idea that challenges are an opportunity to develop new skills.
3. Communicate Transparently and Frequently – In times of uncertainty, clear and consistent communication is key. Leaders should share what they know, be transparent about what’s uncertain, and openly acknowledge the challenges ahead. Frequent check-ins help teams feel informed and involved, reducing anxiety and promoting a sense of stability amid chaos.
4. Empower Teams to Make Decisions – Resilience comes from within, and one of the best ways to nurture that is by empowering individuals and teams to make decisions. When people feel they have control over their work and can act independently, they become more resilient in the face of adversity. Leaders should delegate decision-making authority where possible and trust their teams to take ownership of their roles.
5. Promote Work-Life Integration and Well-being – Resilient teams are not only strong mentally and emotionally but also physically. Leaders should prioritise employee well-being, offering support for work-life balance, mental health, and physical health. Resilience thrives when people feel supported in all areas of their lives, not just their professional duties.
6. Instill Purpose and Shared Values – When people understand how their work contributes to the broader vision and values of the organisation, they are more likely to stay motivated during difficult times. Leaders must ensure that teams are aligned with the purpose of the transformation and that they see how their efforts are making a meaningful impact.
7. Celebrate Progress, Not Just Outcomes – Resilience isn’t just about surviving challenges—it’s also about celebrating the small wins along the way. Acknowledge and celebrate incremental progress, whether it’s overcoming a specific challenge or adapting to a new way of working. This reinforces the idea that resilience is a collective effort, and small successes lead to larger achievements.
By integrating these strategies into the fabric of the organisation, leaders can build a culture where resilience is not just a buzzword, but a way of life—helping the organisation not only survive but thrive through uncertainty and change.
6. Your book The Future Fit Organisation has been widely praised. If there was one core lesson from your work that every executive should take away, what would it be?
The core lesson from The Future Fit Organisation that I believe every executive should take away is this: The tool is only as powerful as the people who use it. Make sure you spend a disproportionate amount of your time, resources and energy on your people, not yet another software stack.
While systems and structures are important, the most successful organisations are those that focus on building supporting, empowering and enabling their people to engage WITH the chnage. The future of work isn’t about managing change; it’s about leading it—creating an environment where employees at every level feel motivated, supported, and equipped to navigate disruption and drive innovation.
To achieve this, executives must invest in leadership that fosters trust, psychological safety, and continuous learning. The future-fit organisation doesn’t just respond to external pressures—it anticipates them and transforms from within.
When you focus on empowering your people and creating a culture of adaptability, resilience, and innovation, everything else falls into place—strategies, technology, and processes can then align to support this people-centric transformation.
Don’t miss Friska Live at The Enterprise & Business Architecture Conference Europe 2025, co-located with the Business Change & Transformation and Service Design Conferences
🗓 Tuesday, 17 June 2025
🕒 2:50 PM – 3:30 PM
Get ready for a keynote that will challenge your assumptions, reframe your leadership approach, and provide a practical toolkit for shaping a resilient, future-fit organisation.
👉 Explore the full agenda and secure your ticket today: https://irmuk.co.uk/business-change-and-transformation-conference-europe/
