For today\u2019s CIO, \u00a0business transformation isn\u2019t as much a project as an ongoing process, where success isn\u2019t a question of meeting goals at a fixed point, but of enabling a state of perpetual innovation that drives real business value. Enabling and maintaining this state isn\u2019t easy. In fact, it\u2019s a task that asks CIOs to bring all their technological and leadership abilities to bear.\nIt starts with realising this is less a question of technology than one of organisation. In the words of Adam Evans, Professional Services Leader, EMEA for Rackspace, it\u2019s about \u2018creating the ideas of a learning organisation.\u2019 For Evans, this means embedding learning within IT and within the wider organisation, while creating \u2018an organisation that desires to understand what\u2019s out there and what's happening.\u2019 An organisation not afraid to make mistakes. It\u2019s an idea picked up by CIO.com contributor Snehal Antani, who argues that transformation involves creating \u2018a culture of continuous improvement\u2019 which \u2018empowers product managers to quickly identify and deliver new features, and to quickly pivot or iterate based on both the voice and behaviour of the customers.\u2019\nContinuous improvement also requires a different mindset, where the start\/stop cadence of IT roadmaps gives way to something more iterative. Evans advises \u2018thinking about how you structure delivery and thinking about it more in terms of programs rather than the traditional project after project kind of roadmap.\u2019 Where IT leaders let the people and processes lead, rather than the technology, they create teams that can build and maintain a transformative momentum. Applying the philosophy of agile SW development across the whole business.\nPart of this is fighting fear of failure, making sure that those within the organisation feel empowered to take risks rather than threatened by them. Deloitte has identified the top leadership attributes needed to drive business transformation as an experimentation mindset, a risk-taking attitude and the willingness to speak out. CIOs need to find and promote these qualities within their teams \u2013 and within themselves.\nEvans suggests taking this . \u2018There is a lot to finding a compass point and making lots of small incremental changes towards that\u2019 he explains. Build things that work and add tangible value to the business, and you build both confidence and credibility, creating a momentum that can drive future projects.\nAccelerating change\nCIOs don\u2019t need to do this on their own. While there will always be inhibitors within any company, there will also be teams and workers who want to make a difference and who have the skills and traits to do so. Education and enablement will help organisations realise the impact of technology and allow game-changing ideas to bubble up. And as Deloitte\u2019s report makes clear, CIOs can help form business ecosystems where innovation thrives, by working closely with partner vendors and other sources of talent and expertise. As Evans says, \u2018As a business, it\u2019s going to be very, very difficult to understand all you need to know about an emerging technology early enough within a program or project lifecycle to really be able to run fast, so partners are really going to accelerate you in that space.\u2019\nThese are all distinct requirements, but at heart they all require, above all else, a CIO with the right team and the right leadership skills, with the technological know-how to see what\u2019s possible, the ability to move ideas across the business and the curiosity to try new things. In the innovative, learning organisations of tomorrow, the CIO must walk the walk, always leading from the front.\nClick here\u00a0to learn more about how Rackspace can help you\u00a0drive innovation throughout your organisation.