Part Three of the Guiding Lights series, by CTO Chelsea Chamberlin
Demand is rising, budgets are flat, and no one’s in the mood for another “game-changing” announcement. People have heard so many promises of ‘once in a generation’ transformation that hype doesn’t hold much weight anymore.
Change is still needed — desperately in some cases — but it has to be real, credible, and built on what already exists. Most organisations don’t need a revolution. They need resilience, and the confidence to make progress using the muscle they already have.
The temptation, when budgets tighten, is to pull harder on the same old levers: buy a new system, patch the old one, or announce a major overhaul. But spending more isn’t a strategy — and neither is standing still.
The real value often lies in the infrastructure, data, and experience that are already there. It’s not about ripping and replacing; it’s about unlocking the potential in what you’ve already built.
As one CIO put it recently, “We’re sitting on capability we don’t even use.” It’s true. Most organisations upgrade software for compliance or support reasons, but few actually take advantage of the new functionality those releases unlock. A version upgrade can quietly introduce huge new possibilities — if someone knows they’re there and has the freedom to explore them.
Legacy isn’t dead weight. It’s the scaffolding you stand on to build the next stage. The smartest leaders are the ones who can see it that way — who can look at what they already have and make it work harder.
When every line of the budget needs to earn its keep, “nice to have” thinking doesn’t cut it. The organisations moving fastest are the ones that prioritise clarity over complexity. They know what they’re trying to achieve, and they direct every resource — human and technical — towards that purpose.
Big, noisy transformation programmes promise impact but often deliver fatigue. The quieter kind — tightening integrations, removing duplication, automating the basics — delivers speed, accuracy and calm. These are the invisible upgrades that change how people feel about their work.
That’s where the discipline comes in: do less, but do it properly. If you can’t measure the impact of a change, it either doesn’t need to happen or it is likely to fail. Focus is the most valuable currency when funds and patience are short.
Technology isn’t the hardest part of transformation; people are. The real shift happens when teams stop seeing IT as something that’s “done to them” and start treating it as part of their shared capability, tools, people and processes which enable them to be more productive and efficient in their roles.
Too often, the people who understand the systems best are the least visible in strategic conversations. “Bring the tech teams out of the basement,” as one colleague puts it. They’re the ones who know where the opportunities are, and just as importantly, where the risks hide.
When finance, operations, and IT work together as partners — not as conflicting stakeholders — you get better outcomes. A culture of collaboration, where technical voices have equal weight at the table and are viewed as strategic advisors, technology pivots from a cost line into a performance driver.
Empowerment isn’t about endless meetings or slogans; it’s about trust. When teams know they can flag a problem, suggest an idea, or challenge a decision without being shut down or evoking an emotional response, that’s when efficiency takes off.
There’s no shame in having legacy systems. The real issue is when you don’t know what they can do. Many of the most advantageous improvements don’t come from new purchases, but from understanding what’s already available — in your platforms, your data, your people.
It might mean activating a feature that’s been dormant for years. Or rethinking a process so it aligns with how modern tools actually work. Sometimes it’s as simple as letting an upgrade do its job instead of disabling it “until we have time.”
Modernisation isn’t about throwing the past away; it’s about using it wisely. Every business has its own history, culture, and codebase — and the trick is to use those as foundations, not anchors.
There’s no shame in having legacy systems. The real issue is when you don’t know what they can do. Many of the most advantageous improvements don’t come from new purchases, but from understanding what’s already available — in your platforms, your data, your people.
It might mean activating a feature that’s been dormant for years. Or rethinking a process so it aligns with how modern tools actually work. Sometimes it’s as simple as letting an upgrade do its job instead of disabling it “until we have time.”
Modernisation isn’t about throwing the past away; it’s about using it wisely. Every business has its own history, culture, and codebase — and the trick is to use those as foundations, not anchors.
The era of blank cheques and silver bullets is over — and that’s a good thing.
It’s forcing organisations to get serious, to use what they have better, and to value progress over publicity.
Real transformation doesn’t need a fanfare. It needs focus, trust, and steady hands. Because while revolutions make headlines, it’s discipline that delivers results.
No silver bullets. No blank cheques. No empty promises. Just intelligent, responsible change — powered by muscle, not magic.
Tap into Chelsea’s expertise for insights on the trends, tools and AI helping to shape the future of technology.
Spark the conversation with Chelsea
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Progress shouldn’t feel this hard. Yet for many organisations, despite years of digital investment, transformation can feel like driving with the handbrake on. The ambition and tools are there but something unseen slows everything down.
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Chief Technology Officer (CTO)
Chelsea Chamberlin leads Roc’s Solution and Technology strategy, ensuring continual innovation and focussed partnerships which drive outcome based value for our customers. Chelsea’s background includes designing and delivering software and networking solutions within mission critical environments. Outside of work she is a green belt in Kick-boxing and mentor to young women paving careers in tech.
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