The world is changing at pace and the ability to navigate change with confidence is now more important than ever. Antonia Seymour, CEO of IOP Publishing (IOPP) recently shared her insights on this very topic during a webinar for members of the Association of Learned and Professional Society Publishers (ALPSP).

“Change has always been a part of organisational life but in the last few years the pace, scale and nature of change have accelerated beyond what many of us could have anticipated. When I reflect on my role as CEO at IOPP, I’ve come to realise that change in scholarly publishing is no longer episodic — it’s constant. And that has a profound impact on how we work and how we bring people with us on the journey.

A world in flux

For years, leaders have referenced the VUCA world — Volatile, Uncertain, Complex and Ambiguous — as the framework for understanding disruption. But more recently, I’ve found the BANI world more fitting: Brittle, Anxious, Non-linear and Incomprehensible. It feels like a more accurate description of the environment we’re all operating in today.

Like many companies, at IOPP we need to evolve rapidly in response to changing conditions. Whether it’s navigating a pandemic, transitioning to open access publishing, reimagining the future of our workplace or political turmoil, transition has become a default state.

The pandemic was particularly challenging. Like many organisations, we went into crisis mode with our business continuity plan. But the deeper challenge came after — reimagining how we wanted to work going forward. We didn’t want to mandate a return to the office. Instead, we asked: how do we create a magnet office — a place people want to come to, not have to come to? That led us to design a new space built for collaboration, creativity and connection — and yes, it includes good coffee and even a bar.

Leading through uncertainty with purpose

What I’ve learned is that successful change is rooted in purpose. If people understand the why, even if they’re uncomfortable with the what, they’re far more likely to stay engaged.

At IOPP our purpose is clear: everything we do contributes to the advancement of science. That clarity gives us a powerful sense of direction — a north star — especially when the road ahead isn’t always easy or linear.

And it’s not just about purpose — it’s about how purpose underpins your strategy. Purpose and strategy together form the backbone of any organisation. When change is aligned to them, it gives people something solid to hold onto. That’s especially powerful in an environment like ours where our colleagues are deeply passionate about physics, about publishing and about our role in shaping scientific communication.

Communication, participation and trust

Change can’t be delivered from the top down. It has to be built together — and that means communication is absolutely fundamental.

Of course, with over 500 colleagues, IOPP’s leaders can’t have individual conversations with everyone. But we’ve worked hard to create transparent, two-way communication channels: regular team briefings, open forums, engagement surveys and open-door leadership days. We ask people how they’re feeling about change, and we listen – really listen – and respond.

Leading with humility

One of the most important things I’ve learned is that as a leader, I am not infallible. I don’t need to have all the answers — but just need to know where to find them. Sometimes that means making a call that turns out to be wrong and being willing to reverse out of that decision and start again. We’ve done that recently when a major technology partner turned out not to be the right fit after a pilot. The team knew it would be unpopular, but they had the courage and the insight to pull the plug. That kind of thinking is exactly what we need: grounded, informed and brave enough to pivot when necessary.

Not everyone will get on the bus

IOPP has always been a collaborative organisation. I’d even say a consensual one. But the pace of change now means we can’t wait to achieve 100% consensus. Sometimes people just won’t get on the bus — and that’s hard. It’s a constant balancing act between pace and participation, and urgency and empathy. We try to gather input early and move decisively even if it’s uncomfortable. That’s especially difficult in an organisation like ours as we are a data-driven organisation. But transformation often requires a tolerance for grey areas and incomplete information.

Balancing performance and transformation

Balancing business-as-usual with transformation is one of the toughest challenges we face. If you only focus on performance, you’ll have no future. If you only focus on transformation, you may not survive the present.

So, we structure our leadership agendas around four areas to help us compartmentalise and stay focused:

• Vision and strategy — the longer-term “why.”
• Short-term goals — annual objectives, budgeting and risk.
• External market signals — customer needs, threats and opportunities.
• People — engagement, development and culture.

But I also believe transformation doesn’t happen in a big bang or silver bullet way. It happens in the day-to-day. Sometimes it’s about those tiny, persistent steps that eventually add up to meaningful change.

How do you know when change is needed?

The indicators are everywhere. For instance, performance metrics plateau, costs rise, or political, regulatory or technological shocks emerge. Customers and colleagues are also a key barometer for success and their experience and satisfaction is at the heart of what we do.

But the challenge isn’t spotting change — it’s prioritising what to act on, when and how. It’s stretching, and it means making tough calls about capacity and return on investment.

Transformation isn’t always clean and it’s rarely perfect. But with the right purpose, clear communication and collective courage, I’m confident that we can navigate even the most turbulent waters and continue to thrive as an organisation.