Buried deep under a glen full of hyperbole in its latest “analysis” report, a certain well known and very lucrative market watching organisation rightly points out “IT has developed a set of behaviors [sic] which are ill-suited to exploiting digital”.

Ill-suited behaviours are not a challenge that CIOs face alone. It’s problem facing all business leaders as culture prevents the organisation from adapting to the challenge ahead, which is increasingly digital, though not exclusively so.

Recent headlines demonstrate that there is no fat in the world economy. In August German factory orders faltered to their lowest since the depths of the recession in 2009. Organisations cannot face these challenges unless they and their teams take a close look at what the causes of failure are. Orders and sales cannot be conjured up from nowhere, but there is a plethora of organisations and departments that are stagnating.

An economic and technological disruptive force is permeating every organisation you care to consider. Operating your department or organisation in the same way as you did last year, four years ago or in the last decade is a far too risky. What the users and customers of your organisation demand today will be entirely different from possibly the last time they carried out a transaction with you.

To sneer at new methods, whether Agile, Kanban or an App, shows a total lack of understanding for the time we live in. There is no doubt these methods or technologies can be poorly implemented and used, but isn't it by making mistakes that we learn? Do we tell our children to give up the first time a step falters and they plummet to the ground? No.

Another Woolworths failure is possibly just round the corner. Results from organisations seen as the titans of the UK economy in the time I've edited this title show how quickly large organisations can falter like a child taking its first steps. Success with new methods and technologies comes from a collaborative ethos and team spirit. Across this month's title we see examples of that in organisations that have reacted to the zeitgeist: Harrods, National Trust and easyJet, while Oracle is possibly reacting too late to the revolution. Don't let behavioural norms prevent necessary change.