• Aerospace-to-tech leader highlights why adaptability, not prediction, is key to long-term growth

Leadership in Unstable Times Starts with Systems That Can Flex

Tacoma, WA, 19 Dec 2025, ZEX PR WIRE, In today’s economy, where growth often comes hand-in-hand with uncertainty, seasoned executive Jonathan Kniss is calling for business leaders to re-examine how they define agility—and how their teams are structured to respond to constant change.

With a career spanning high-stakes work at Boeing, strategic growth at Quest Integrated, and experience advising startups and enterprise organisations alike, Kniss brings a practical, systems-level approach to scale, transformation, and long-term business resilience.

“People talk about adapting, but they wait too long to act,” Kniss said. “Agility isn’t a reaction. It’s a mindset you embed early—through structure, roles, and communication. If you wait until you need it, you’ve already missed your shot.”

Why It Matters Now: 70% of Change Efforts Still Fail

According to McKinsey & Company, 70% of organisational change efforts fail, often due to poor planning, internal resistance, or lack of alignment between leadership and operations. Kniss says part of the issue is that many companies still view change as episodic, not systemic.

“Companies that treat transformation like a project don’t make it. The market doesn’t pause for your reorg,” he explained. “What works is building adaptive systems, not heroic teams.”

Lessons from Aerospace, Tech, and Engineering

Kniss, who was promoted eight times during his tenure at Boeing, says he learned early that resilience is designed, not improvised.

“I’ve had to lead teams through pressure, rework, even recovery,” Kniss said. “You start seeing patterns. What keeps people moving isn’t inspiration. It’s clarity, role alignment, and decision-making that holds up under stress.”

Later, at Quest Integrated, he helped grow the Qi2 Systems division, taking a niche product line and turning it into a scalable, trusted solution. “Our clients didn’t just want innovation—they wanted reliability. We had to prove we could deliver, repeatedly, in any condition.”

What Leaders Can Do Now

Kniss is now urging leaders to step back and ask hard questions about the operating models they’ve built. He shares the following recommendations:

1. Audit Your Org Design Every 12 Months

“Markets change faster than org charts. If you haven’t reviewed your structure in a year, it’s outdated.”

2. Train Teams for Role Flexibility, Not Just Performance

“Teams that survive downturns are those where roles aren’t rigid. Cross-functionality shouldn’t just exist in slides.”

3. Build Decision Frameworks, Not Hero Workarounds

“If your company depends on ‘fire drill’ heroes, you’re leaking energy. Agility should feel calm, not chaotic.”

Bringing Strategy Back to the People Side

At the core of Kniss’ message is a reminder that organisational agility is a people issue, not just a business one. “People can’t move fast if they’re confused, afraid, or boxed in by structure,” he said. “Great org design reduces friction. It makes room for people to do their best thinking.”

As companies brace for economic uncertainty and post-pandemic recalibration, his call is clear: resilience isn’t about predicting what’s next—it’s about building teams that can adapt to whatever happens next.

A Call to Action for Leaders at All Levels

Kniss encourages founders, operators, and executives to take ownership of their own organisational health, starting with questions like:

• Are our teams designed for clarity or control?
  

• Do our processes support decision-making at speed?
  

• Have we built in the capacity to respond without burning out?
  

“Most of what makes a business scalable isn’t glamorous,” Kniss added. “It’s in the systems you create and the behaviours you reward. Get those right, and you don’t just survive—you lead.”

About Jonathan Kniss

Jonathan Kniss is a multidimensional executive with over 20 years of experience leading engineering, business development, and strategy teams across global markets. He has held senior leadership roles at Boeing and Quest Integrated, where he’s driven results in contract negotiation, product development, and market expansion.

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