An introduction to Aptumus by our Founder and CEO, 

Tim Connolly

I have been committed to the concept of building deep change capability in organisations for more than 25 years. When I left KPMG in 1994 to set up Partners for Change, our consulting business was built on the proposition that we were in our clients to work ourselves out of a job, leaving internal teams to take over once they were equipped and ready to do so. This approach was firmly in the context of largescale change programmes, typically driven by an ERP implementation, but by the late 1990s and early 2000s I was advocating the notion that continuous change was, in fact, business as usual. It was a steady stream, of ever-increasing strength, rather than a series of waves.

I’ve tried to preach and practice the same messages ever since, but now, in 2020, there is a strong sense that there is at last some real traction in the marketplace. Perhaps it’s attributable to organisations finally losing patience with the poor, and often ill-defined, returns they get on massive investments in transformation programmes; the success rate doesn’t seem to be any better in these digital days than they were when everybody was implementing ERP. Perhaps it’s down to the dawning realisation that, in the world around us, change happens much faster than most of our businesses are designed to deal with, and that doing things the old way only better and faster just won’t cut it. Both of these factors play a part, of course, along with others. What’s becoming increasingly widely recognised is that a different approach is needed. The future is about change platforms, not change programmes.

I have founded Aptumus as the vehicle to make change-ready organisations a reality. “Aptum” is a Latin word meaning “adaptable”. By adding the suffix -us, even if not a perfect translation, we are conveying the idea that “we are adaptable”. That is our reality – both in our personal lives where, on the whole, most of us respond rather well to the challenge of adapting to technology-driven change, and in business where, generally speaking, we find it much more difficult.