How Kyndryl Connects Inclusive Leadership And Innovation

Building corporate culture takes intention. It requires commitment to taking what exists and building what could be, often from the ground up. In an interview with the president of Kyndryl US, Amy Salcido shares how Kyndryl leadership collaborates within its organization, keeping inclusion at the center.

Building a company that aligns with operations and strategic vision is no small feat, particularly when an organization spins out from their parent company — such was the case with IT infrastructure services powerhouse Kyndryl when it began its transformation away from IBM three years ago. In an interview with the president of Kyndryl US, Amy Salcido shares how the business built its mission to revolutionize client interactions and foster an innovative internal culture by creation, not default.

To start, can you tell us a bit about your role at Kyndryl and what it entails?

As the president of Kyndryl US, my role involves overseeing our operations and strategic direction. Kyndryl, for context, is an IT services and consulting provider that emerged from an IBM spinoff about three years ago. Transitioning from a large, established entity like IBM to a startup environment has been both challenging and exhilarating. We’re focused on transforming client interactions and fostering a dynamic culture internally. Our aim is to help clients navigate the complexities of technology, including the emerging fields of data and AI, responsibly and effectively.

Given the connection with IBM, how has your approach to corporate responsibility, particularly inclusion, influenced Kyndryl’s culture?

It’s been an amazing experience to go from being part of a very large company with a very rooted history to being part of a new startup. We really had to look at how we show up in front of our clients and perhaps more importantly, how we show up with each other from a cultural perspective.

From the outset, we knew that establishing our own identity and culture was crucial. We wanted Kyndryl to be more than just an extension of IBM; we aimed to build something new and unique. Even before the official spinoff, we engaged in ideation sessions to gather input from our future team members on our cultural values and identity. This grassroots approach has been foundational in shaping our internal culture and client relationships. From addressing bias and how individuals deal with rules around data and AI. We arrived at the belief that having our people at the center of our transformation is key to our success.

On a personal level, what does inclusion mean to you, and how has it influenced your leadership?

Inclusion is about recognizing and valuing everyone’s unique contributions. It creates a work environment where everyone feels they can be their authentic selves. I’m particularly proud that our engagement surveys reflect that our team feels they can show up as their true selves at work. This sense of safety and authenticity allows our employees to focus on their work and contribute effectively. It’s an ongoing journey, and continuous improvement in this area is essential.

How does your personal identity impact your involvement in Kyndryl’s Inclusion Networks?

My personal experiences undoubtedly shape my involvement. For instance, I have a deep personal connection to the LGBTQ community. This personal connection to a family member drives me to be a strong, active ally and advocate. I participate in events and discussions to support and uplift our communities. It’s crucial for leaders to be visibly supportive, as it helps remove any stigma and encourages a culture of openness and acceptance.

Let’s shift to technology and generative AI. How do you see equity and inclusion playing a role in its growth within the tech industry?

Generative AI has the potential to level the playing field by providing access to advanced tools and insights that were previously out of reach. It can democratize access to information and problem-solving resources. However, we must be vigilant about biases and ensure that AI systems are fair and equitable. The challenge is to balance innovation with responsible use, making sure that these technologies benefit everyone without perpetuating existing inequalities.

For smaller organizations or those just starting out, what advice would you offer to build inclusive and equitable environments?

Don’t assume people are resistant to change. Engage your team early and involve them in shaping the transformation process. Inclusivity is really everyone's job, collectively we can all work to ensure that we proactively invite and allow everyone to contribute their ideas and perspectives. Creating an environment where people feel excited about change and can actively participate in it is vital. Additionally, fostering an atmosphere where allyship is visible and valued can strengthen the sense of community and safety within your organization.

To wrap up, can you share something about yourself that might not be found online, and tell us what you’re currently reading or listening to?

Here’s a fun fact: I’m terrified of heights, but I’ve pushed myself to try activities like hot air balloon rides and climbing bridges to overcome that fear. It’s a bit of a personal challenge.

As for reading, I’m currently enjoying “Together is Better” by Simon Sinek and “Leading with Vulnerability” by Jacob Morgan. Both focus on leadership and workplace culture, which I find incredibly inspiring.

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