When It Comes to Digital Transformation, Change Agents Matter Most

What is the most important factor in realizing technology change today? Is it having the right technology or tools? Perhaps leadership support, as that is cited by so many (including myself) as a top success factor. Maybe it’s the right strategy, or roadmap? However, when it comes to what actually matters most, I have found that it’s really none of these things, though they’re all important along the way, but not absolutely vital to success.

Instead, the single most important element in driving successful digital transformation, or whatever you call your large-scale or enterprise-wide technology change efforts, is the ability to execute. You can survive bad or lacking leadership, poor or no strategy, even mediocre technology, if you can actually get something done. And that requires a unique talent, though fortunately one that almost anyone can cultivate with effort. And when I mean get something done, I don’t necessarily meaning doing it personally (though sometimes it is that too.) Instead, it’s the ability to wield the environment around you to accomplish something.

The Attributes of Change Agents: For Digital Transformation or Any Business Change

Why this is so vital is something that we’ve learned the hard way over the decades from approaches like agile methods: Most of what we initially think we need to do in a technology project or change program is wrong. We can only find ground truth by acting and then seeing how it worked out. We then learn, adapt, and then try again. This makes action, or agency (see definition #2 in Merriam-Webster), the ultimate discriminator when it comes to getting things done. Without action, especially in a rapid sense-and-respond feedback loop, we can’t learn what we need to do and certainly can’t learn fast enough to matter, to ultimately drive the right changes.

What about the other components (leadership, strategy, tech?) The other pieces can literally be borne out of the proof points of real-world validation. Nothing succeeds like successful action, in other words.

The good news is that change is in the air in general. New ways of working are finding success. For example, organizations have widely (25% of all orgs by some estimates) begun using cross-silo collaboration, such as devops, to break down the long-standing sclerosis that has built up through the accumulation of technology in the proverbial Legacy Mountain. Trends like this poise change agents to have their voice heard and have impact like never before.

Who Should Drive Digital (or Any) Change? What Makes Them Change Agents?

The short answer is those who can. In a wide-ranging discussion I had recently with Gloria Lombardi, I noted that one of the biggest lessons of my career was not to try to change people who don’t want to be changed. Instead, find those that do and then empower them.

This post was inspired by an inspired Twitter discussion this morning between myself, Tim Crawford, and Jim Canto about what the attributes of a change agent are. My take is shown above in the visual, and can be summarized as:

  • Can identify or develop valuable new ideas. Change agents don’t necessarily need to have ideas about change, they just need to recognize good ones.
  • Has social capital to spread ideas. Change agents have some resources to take their ideas and convince others to join in to help realize them, especially as well-known CIO and industry colleague David Chou added to the discussion, to navigate the political waters..
  • Can communicate effectively. Having social capital is not enough however, one must also be a good communicator in order navigate the obstacles of change and ultimately gain buy-in, high low, for positive outcomes with the proposed changes.
  • Has ability to realize/drive org change. While change champions advocate for change, change agents actually are able to realize it through their actions and leadership.

My esteemed industry colleague, Eisenhower Fellow and the CIO of the FCC, David Bray, simplified this even further in the aforementioned discussion, noting: “#ChangeAgents are leaders who ‘illuminate the way’ and manage friction of stepping outside the status quo. Anyone can be a change agent.

Ultimately, in any organization, the only change happens through change agents, formal and informal, somewhere. Let’s learn how to cultivate them and enable them to help us create our digital future, at scale.

Additional Reading

In Digital Transformation, Culture Change Goes Hand in Hand with Tech Change

The digital transformation conversation turns to how | ZDNet

How IT and the Role of the CIO is Changing in the Era of Networked Organizations

Using Online Community for Digital Transformation

Driving successful change in a large organization has always been one of the most difficult activities in business. But for those who are principally tasked with carrying their organizations forward into the digital future, they are currently facing perhaps the single most challenging large-scale enterprise activity of our time. One has only to look at the short-list of needed technology adaptations to recognize the true extent of the challenge.

Part of this is because digital itself is so intangible. It’s hard to understand all the moving parts of the vast technology stacks, ecosystems, and platforms that now surround us because it’s hard to discern them. It’s often even harder to understand the diverse needs, perspectives, and skill gaps of the people that have to change along with the technology.

Thus the popular topic of digital transformation has come full circle back to the change process itself, largely because we’ve found our existing toolkit to be entirely unsatisfactory. For example, we already know that the vast majority of strategic change initiatives employing traditional methods don’t succeed. We also have an increasingly good sense of why this is, and a big part of the reason is that centralized processes break in exponential times (see Martec’s Law.) They quickly become overwhelmed by the scale and dynamics of the necessary change processes, which have to keep adapting and updating themselves in near real-time to stay relevant, often in windows that are hardly more than weeks today.

Enabling Digital Transformation at Scale with Online Community

Consequently, we’ve seen steadily emerging models for change that go well beyond the strategic initiative, the center of excellence, or incubator to push out change into a much broader set of minds and hands, far beyond what we’ve normally employed to drive change previously. I now believe that unless organizations greatly expand the notion of who is involved in change, who can drive it, and how they are enabled, empowered, and supported, they will largely underperform with digital transformation.

To determine how scalable digital change can best be realized and figure out what kind of forward-thinking constructs will be required, I’ve been experimenting for the last several years with employing the very same models that we use to engage in the digital world, to cultivate and foster more dynamic change processes. The ideas of social business and online community, which show how the most scalable, cost-effective, and rich model for working is to enable the network to do the work. I’ve now come to understand that in digital transformation, we have to let the network do the work. Put simply, there is no practical way to achieve the pace and breadth of transformation required in exponential times without using exponential tools.

In the last few years, I’ve been using online community as the platform for change, instead of creating traditional centrally-staffed change programs, and found it far more effective in general. I am not the only one that believes this is a key path forward towards new types of highly potent change models. This is an industry-wide discovery and conversation we are beginning to see emerge in general. We have moved beyond the center of excellence model, which we’ve learned soon bogs down and largely fails to address the scope of enterprise-wide change activities, to a new model I’ve called the network of excellence, for lack of a better term.

Realizing that we need to scale change on a platform

I’m not alone in thinking along these lines. For example, well-known management thinker Gary Hamel has been promulgating this very same idea, entirely independently. My industry colleague John Hagel has also been writing about many related concepts, most recently about how we can scale learning in an exponential world. The highly regarded CIO of the Federal Communications Commission, David Bray, spends a tremendous amount of his energy using social media and other channels to talk about how to broadly enable digital change agents and “intrapreneurs.” There are still others exploring this topic as well.

The subject of learning in particular is a vital one to this conversation. That’s because unless we’re prepared to radically restaff our organizations, mass education for the digital era is required to help our organizations as a whole shift our thinking, behavior, and culture. Great communication is essential also, as we’re learning it is the leading success factor in driving effective change. Both of these activities are best realized using today’s modern digital communications and collaboration tools designed for very high scale, leverage, and asynchronicity: Online communities and enterprise social networks.

While I’ve been “experimenting” with new open methods with real transformation efforts in enterprises to the extent I can the last few years, an emerging model for how to structure and wield online communities to drive these kinds of change has begun to present itself. Far from being a proprietary new way of driving large scale change, I now see that this model, and similar ones like it, are the inevitable direction that change will take.

In the very same way that open source software communities eventually transformed how most software was developed and social media revolutionized how most media content was created, and we see the same advances in crowdfunding and other crowdsourcing methods, the very same shift is now happening to our organizations’ change processes. They are becoming more decentralized, more empowering, diverse, and resource rich by using digital connections to enable wide-scale learning, alignment, communications, and execution around a change process. They are even allowing local actors — and often now even external agents (see open APIs, developer networks, hackathons, startup partnerships, etc.) — to pick up the tools, processes, and lessons learned to change their part of the organization.

Early lessons in using online community for digital change

While the methods and approach we are using to connect together change agents in a community to organize around and realize strategic change are very much still emerging, I can say from experience now that the following is generally required:

  • A community platform. This is a digital forum within which digital change agents will collaborate on and effect change, formulating plans, making joint decisions, and carrying out their efforts, often in very self-organized ways.
  • Facilitation. This is by applying what industry colleagues like Rich Millington refer to as strategic community management, actively facilitating the change process, ensuring those who get stuck get the help they need, and empowering, educating, and orchestrating many points of top-down and bottom-up change across the community, and therefore across the organization.
  • Learning. The community as a whole becomes a massive learning repository, a sort of self-documenting and emergent MOOC for digital transformation adapted to the organization, with lessons learned and best practices culled by facilitators and spread to change agents.
  • Empowerment. A community of transformation spreads knowledge, resources, know-how, and collective energy, enabled by sponsorship, capabilities, staff, and a mandate from the highest levels of the organization.
  • Communications. With rapid change comes an absolute requirement for transparency and clear, open communication. These traits are the natural attributes of an online community, as everyone can see what’s happening and why. As I cited above, this is the top factor for successful transformation.
  • Co-creation. The strongest, swiftest change happens is when there is alignment locally and globally on what needs to be done. Then everyone comes together to put together their ideas and resources to drive digital change.

I invite you to collaborate with me as the digital transformation world begins to adopt the same digital forces of open participation that have remade many industries now, and apply them deeply to our practices and frameworks. For just as the old, plodding, limited, and bandwidth-starved methods of central production are no match whatsoever for today’s methods of digital peer production, failure to adapt has very significant competitive and existential consequences. In short, online community is one of the most powerful methods for achieving almost any large-scale human endeavor, and so I’m pleased to see it arrive to help with digital change.

Can most organizations achieve this? Well, we do know that organizations can’t change unless their leaders change with them, so I do hope so.

Postscript: I’d be remiss in not citing Don Tapscott’s excellent work in identifying and promulgating Global Solution Networks as perhaps the most strategic form of using community to drive large scale learning and change at an intra-institutional, consortia, industry, government, and NGO level.

Additional Reading

A change platform is a priority of the CIO in 2016

Going Beyond ‘Bolt-On’ Digital Transformation

Is it IT’s last chance to lead digital transformation?

In Digital Transformation, Culture Change Goes Hand in Hand with Tech Change

I’ve spent a lot of time in the last few years identifying the best approaches for that urgent enterprise topic of our time, digital transformation. When I first started, I often looked to top examples of organizations that have started the transition and made good progress (see sample case studies below.) More recently I’ve derived insights from my work directly with a number of organizations on their individual transformation journeys.

Ultimately, however, I have determined that the short answer is one that you might expect: There is no single blueprint for transformation that works well for everyone.

Instead, the right steps very much depend on the organization itself. We also know now that there are indeed common success factors we can apply, if we can adapt them to our organizations. Generally, I’ve found that the best method is to employ heuristics on an established framework that takes an organization’s industry traits, cultural inclinations, organizational strengths/weaknesses and uses a generative process to create a starting point for change.

The resulting adapted framework is informed by best practices and industry lessons learned so far. A good place to start for these is Perry Hewitt’s 10 best practices for digital transformation, which she developed when she was Chief Digital Officer at Harvard.

The framework is balanced so it does not focus too much on technology or change management. In fact, the starting point must be one that steadily shifts both the technology foundation and the people of the organization in unison towards both planned goals and emergent opportunities. This starting point then continues to evolve as the organization learns from early experience. The overall process usually works best when realized on a supporting platform that enables open communication, enterprise-wide learning, digital channel leadership, stakeholder empowerment, and enablement of a network of change agents across the organization. This is the change platform I’ve been discussing in the industry lately, and is typically an online and offline community of practice.

The Stages of Culture Change for Digital Transformation

Rapid, Sustainable Digital Change Requires a Platform

Having an effective change platform is critical, as it’s the people side of digital transformation that is the hardest part by far, which we can clearly see from a great set of recent data by Jane McConnell. Far and away the most significant challenge is getting the organization to collaborate across functions and silos, given disparate priorities, timelines, and lack of mutual familiarity. Without this, fragmented results and disjointed digital experiences are too often the outcome. It’s only by having a common and participatory venue to discuss, plan, and execute that effective transformation can take place. Thus, as Ron Miller has noted: Digital transformation takes true organization-wide commitment.

I typically employ a cultural change map — generically presented above, but adapted to the specific organization — to communicate some of the key aspects of mindset that has to shift to support digital transformation efforts.

The digital transformation effort then uses strategic education, mentoring, and specific activities (these might be hackathons, MOOCs, certification efforts, reverse mentoring, and #changeagents outreach) to proactively shift mindset across the organization and build the requisite digital skills and ideas. These include counter-intuitive notions that can be hard to otherwise learn: Designing advantageously for loss of control and using the intrinsic strengths of digital technology to change more rapidly and scale out faster.

As the organization comes together and engages together on the change platform, it then generates the framework to identify their starting point and guide the ongoing process using rigorous measurement and action-taking, which are two other key success factors, though proactive communication remains the most important action to take (again, why the change platform is so critical).

An Adaptable Framework for Digital Transformation

Communication isn’t sufficient by itself however. Effective action is required. The digital transformation framework above is therefore also very focused on day-to-day operations supported by an ongoing redesign of core business processes that is adjusted continously through early data from careful measurement of early prototypes and pilots. Of course, there are more details involved, but this is the high-level process that I’ve both used and seen work at large organizations to close the execution gap and create sustained and successful transformation.

Leading digital transformation case studies

Burberry’s All Encompassing Approach to Digital Transformation

Travelex and Their Digital Transformation: Communicate, communicate, communicate

How Nordstrom executed cross-silo digital transformation for the long haul

How Tesco used a diverse “community of colleagues” to drive digital transformation

Additional Reading

The Building Blocks of Digital Transformation

What Organizations Should Do in the First 100 Days of Digital Transformation

New Methods Leaders Can Use to Drive Digital Transformation

Vital Trends in Digital Experience and Transformation in 2016

This year I was invited again to come to Dreamforce in San Francisco and present on the latest developments in digital experience and digital transformation for the conference’s Emerging Tech Trends track. Surprisingly well-attended given the satellite location of the track at the Hilton Union Square, having to prepare this session is always a good opportunity for me to go over my research in the last year and map out what’s likely going to happen next.

For myself at least, it’s clear that human change has become closely linked to and as important as digital change, so I have divided up the trends list in the last two years into a tech dimension and a human dimension.

The bottom line: How we think, work, and react as people has tremendous impact on the usefulness and effectiveness of emerging technology. It’s what separates the digital native from those who are just beginning the journey. For example, those not inclined to share information won’t get much use from the technologies and techniques of social business, nor will those who are uncomfortable and unused to spending time in virtual worlds be able to take advantage of the rich opportunities of virtual reality. And if we’re not changing our leadership skills to be more network-centric as opposed to hierarchy-centric, then much of the business value of digital experience and engagement is wasted on us. The list goes on.

What’s more, not only are we co-evolving with our tech, but we need to understand how we need to change just as much as the technology is changing. This is required in order to a) understand the art of the possible and b) to be able to access technology’s unique and historic new value propositions.

What's Next in Digital and Social Experience and Digital Transformation in 2016

Another point I make early in the presentation is the technology is changing exponentially right now and has climbed into a rather steep part of the curve, yet our organizations just don’t change on the same curve. Instead, we change far more linearly, at best logarithmically (see slide 8.) That’s not to say that that enterprises can’t organize themselves to change much faster, but in order to do so we must employ fundamentally new ways to transform organizations. Certainly, some organizations are adapting faster and digital transforming more sustainably (see data on slide 4.)

Sidebar: I’ve recently been exploring what these new models for sustainable yet highly scalable models for digital transformation, even proving them out on client projects I’ve been working on over the last few years. The key seems to be a more network-based, decentralized, and emergent approach I’ve called a Network of Excellence.

Emergent Tech Trends Inputs

For this year’s round-up of emerging tech trends, in addition to original research, I used as inputs several items:

Major new additions to the list include digital assistants/bots/chatbots, blockchain, omnichannel, workplace app integration, and collaborative EMRs, along with significant tweaks in a variety of the existing trends.

You can see the whole deck with an overview of each trend on Slideshare. I’ll post any video that is produced as well.

Also, in other Dreamforce news, you can review my live blog of the main Dreamforce keynote as well as my current assessment this week of the Salesforce platform and ecosystem.

Additional Reading

Digital priorities for the CIO in 2016 | ZDNet

The Building Blocks of Digital Transformation: Community, Tech, Business Models, and a Change Platform

Seeking a Modern Foundation for the Digital Workplace

Take a few minutes and try to imagine the workplace of the near future. What does it look like? Some of the likely items to consider are these:

  • Are mobile, cloud-based productivity and collaboration apps the center of the next-generation digital workplace?
  • Will we all switch over from e-mail to Slack-like lightweight messaging services supported by contextual apps and intelligent chatbots?
  • Will the workplace of the future be contained almost entirely inside virtual reality experiences that provide ultra-realistic online workplaces, complete with engaging avatars of our co-workers and AI-based assistants?
  • Will social networks and online communities become the leading way that we manage our organizations and conduct our work?
  • Will we soon control everything with our voices, gestures, and even our thoughts?

Almost certainly the answer is yes to all of these questions, and many similar ones. It’s just a matter of when. The reason it’s important to ask them, however, is that we learn very much about what we should do today by looking at where we will be tomorrow with digital work.

What’s the Organizing Principle of Digital Work?

As part of asking these questions, recently I’ve been trying to seek the answer to what the organizing principle of the digital workplace should be. The top models have shifted many times over the years, and we even had a sort of crisis in the early 2010s when we had so many competing choices, rapidly shifting technologies, and important discoveries of new digital workplace skills like mass collaboration, crowdsourcing, and Working Out Loud, to name a few. Uncertainly reined and the path forward was unclear for many. It didn’t help that far too many of us still thought about the digital workplace in primarily tech terms, instead of emphasizing that it is only by enabling people with new workplace concepts, skills, tools and techniques that we can become successful in working in new ways.

In fact, as a primary symptom of this issue, I still find that most IT departments use pure technology adoption as the primary measure of success, rather than the business metrics or KPI improvements that actually matter. With a tech-first mindset, it’s as if merely using a digital tool is somehow equivalent to effectiveness or creating measurable value. An important subject for another time, however.

The Evolution of Foundational Technology of the Digital Workplace: file servers, chat, team messaging, unified communications, enterprise social networks, portals, intranets, file sync and sharing

It’s clear to me, after being in the space for two decades, is that we generally have poor ability to balance the tech and the people in our digital workplace strategies. Admittedly, it’s a tough balancing act: If we focus too much outside the technology, we lose the insight required to see how emerging new types of digital tools directly guide us towards powerful new models of working (such as “Let the Network Do the Work“.) If we focus too much on the technology, we lose the insight required to see best how to bring the people in the workforce along with us.

However, if we can identify the right organizing principle — which gives us an effective way to think and reason about the digital workplace that provides the right mental guardrails to ensure we keep a good balance — then we are more likely to succeed. However, it’s evident that we’ve not yet hit upon the right mental framework that allows the average organization to reach the next level of the digital workplace, and its attendant benefits.

Social Business Was A Breakthrough, But Not Complete

To be sure, we’re getting closer. The idea of social business as an umbrella set of ideas for the future of work is probably got as far as any concept has managed to get in the broader marketplace. As my co-author of Social Business By Design, Peter Kim, defined it, social business is about enabling people through the nearly unlimited possibilities given to us through relentless global innovation of the network technologies that have essentially remade the entire world in the last twenty-five years:

“A social business harnesses fundamental tendencies in human behavior via emerging technology to improve strategic and tactical outcomes.”

Thus any digital workplace that doesn’t tap into the innate tendencies of both people and digital networks will be at a disadvantage over time, often profoundly. We can already see this if we look at the performance data for workplace technologies like enterprise social networks — a key foundational technology of social business — that has been captured over the years by McKinsey and numerous others.

But as I’ve observed recently by contrasting it with the emerging model of digital experience management, social business is not a complete (nor was it intended to be) view of the digital world of work. It’s just a very important way of looking at better ways to conduct our work through collaboration and engagement. But it still doesn’t encompass all the ways that digital is transforming both the workplace and the people in it.

Yet for the foreseeable future, it is in fact technology that is largely leading the discussion when it comes to new ways of working, given that is has been more successful than anything else in raising productivity and producing growth in the last few decades. But as those that have spent their life studying it, as famed economist Robert Gordon noted recently, it often takes us a long time to figure out how to achieve the benefits. Certainly there are important non-tech big concept trends today (corporate social, sustainable business, and lean enterprise come mind) but even most of the key business trends today have tech involved in them in some way.

The digital age is one reason why The Economist last year noted the profound decline in recent years of notable management gurus, who had great expertise in business and could spot important work trends, but did not as a group have the requisite digital knowledge, context, and mindset to see past the inflection point when technology began to change virtually everything we do in our organizations.

Yet Tech Now Sets the Future Of Work Agenda

Thus the evolution of key digital workplace technologies, which I’ve depicted above, is almost depressingly devoid of the people equation, largely because the industry has mostly focused on specific point tools themselves. File, documents, records, and transactions are still at the core of most on-the-ground thinking about the digital workplace, though at least conversation, collaboration, and engagement are now about as important. Now team messaging along virtual and augmented reality are on the upswing but still in early days.

Things are changing again in general in the digital workplace for a variety of reasons. This include old legacy digital workplaces aging out and younger workers having higher expectations. But the digital workplace is shifting mostly because of fast-paced innovation, tech change, and acute proliferation. As a result, we’re now seeing a more nuanced and complex conception for the digital workplace emerging; a way of thinking about connecting the pieces into a multilayered and contextual digital habitat, as opposed to a mass jumble of largely disconnected apps.

We can also see that the digital workplace wilderness that we encountered during the collaboration and app proliferation of the early 2010s was just a gentle breeze of disruption. A large raft of disruptive technology is coming to the enterprise at this very moment, and it will change the workplace more in the next 10 years than in the last 50. While we see new digital management theories such as Holacracy emerging to try to create a better defined and detailed digital organizing model for us, the reality is that any approach is subject to the same forces that dethroned the traditional gurus of management: We just can’t see how work will shift until new tech is actually upon us, forcing us to revise and rethink much of what we know in a reactive mode, rather than with forethought and strategic planning.

For this reason and others, I now believe any effective organizing principle for the digital workplace must be profoundly designed for loss of control and take into account highly emergent behavior and outcomes. I believe we’re seeing the model for information technology (IT) finally shifting in realization of this, though it will take time.

You’re Invited to Two Open Events on the New Digital Workplace

So what then should be the foundational model for work today? To help discuss this question I will be participating in two industry online events this week in which we’ll explore these topics to the fullest possible. I would like to invite you to join me in the discussion.

The first is a Town Hall Debate this Wednesday, September 14th, 2016 at 9am PT/noon ET — which I’ve humorously likened more to a cage match — with my friend, industry colleague, and content management uber guru Tony Byrne, of the Real Story Group. We’ll be grappling with all of the above and more in a live video broadcast and I hope you’ll join us and ask hard questions.

You can register for the Town Hall Debate on Enterprise Social Collaboration here.

Town Hall Debate on Enterprise Social Collaboration and Networks with Dion Hinchcliffe and Tony Byrne

The second event is a Webcast of my latest research with Jive Software’s Gili Guri-Mill where I’ll explore why the enterprise social network is emerging at the leading candidate for the foundation of the digital workplace. This will be broadcast on September 15th, 2016 at 10am PT/1pm ET, and I’ll be taking questions towards the end.

Please register for my the Webcast, titled Enterprise Social Networks: The Foundation of the Digital Workplace here.

Webcast: Enterprise Social Networks as the Foundation of the Digital Workplace by Dion Hinchcliffe

Additional Reading

What is the Future of Work?

Digital Business Ecologies: How Social Networks and Communities Are Upending Our Organizations

The Building Blocks of Digital Transformation: Community, Tech, Business Models, and a Change Platform

I’ve been making the argument lately that the single largest obstacle in successful digital transformation is change itself. Surprisingly, the arrival of new technology is generally not the large hurdle to becoming more digital in a meaningful way, though it certainly represents a large and growing learning curve. Yet learning the new technology is manageable by most organizations in my experience, if they have the will to do so.

Finding the right business models can be a bit more of a challenge, but the process of discovering the best ones is increasingly well understood these days. One somewhat ironic lesson is that we’ve also learned that we usually have to build an audience first, often well before we decide on new digital business models, that are centered around some activity or capability of significant shared interest with the market, before we can experiment and find the right path forward in terms of generating value, such as revenue from sales, subscriptions, advertising, etc.

Online Communities Are the Business Construct That Create the Most Value

From my Enterprise Digital Summit 2016 Paris Keynote Deck

Why Digital Needs a New Mindset

It actually turns out the most important and challenging building blocks for digital transformation is people and the processes that can change them. Thinking in digital terms requires a significant shift in mindset, such as designing for loss of control, understanding the power laws of mass connectedness, the startling revelation that the network will do most of the work, and understanding how open participation is the key to unleashing digital value in scale to our businesses.

However, shifting the mindset en masse of the large number people that exist in the average enterprise (i.e. tens or even hundreds of thousands of workers) is not something that can be done to them, but can only be done with them as Euan Semple frequently likes to point out. So, what’s the single best venue in which to engage significantly in a time efficient and sustainable fashion? I now suggest that the most likely and cost-effective vehicle for this that we know today is online community.

The building blocks of digital transformation is a topic that I recently had time to study in depth as I prepared my closing keynote for the always terrific Enterprise Digital Summit 2016 (formerly the Enterprise 2.0 SUMMIT) in Paris this month.

Step 1: Gather Stakeholders into Communities of Digital Change

The fundamental building block of digital transformation is therefore not technology, but people, a much more challenging proposition. However, if we can somehow connect the collective workforce in the organization together in an effective fashsion to begin a shared and dialogue-based process of learning, understanding, experimenting with, and then carrying out the tasks of digital transformation across the enterprise as a much more aligned and self-supporting way, then we are much more likely to succeed. As I’ve discussed, we’ve even started to witness evidence that IT is shifting in this direction steadily, with the rise of empowered change agents and even unexpected source of pre-existing tech change using forces like shadow IT as a key resource for creating decentralized technology adaptation across the organization.

But it all starts with community, for which I believe the evidence is now clear is the most powerful way of organizing human activity and creating shared value yet developed.

Step 2: Assemble a Modern, Market-Facing Technology Stack

From there, we do need to look at the technology lens at what our business does and how it does it. We can no longer realize all tech change ourselves, as our competitors have already learned that the single greatest force for value creation is capturing and wielding community contributions of customers by the millions via mass co-creation, and business partners by the thousands (see APIs + hackathons). I recently summarized the many other emerging enterprise technologies we must consider all the time as well, but the most important ones are customer facing and involved in co-creation.

We therefore must instead now becoming highly competent in building strong and effective architectures of participation, as most digital leaders harness the vast capacity of the Internet to do most of the value creation:

The Digital Business Stack: Marketplace Driven Engagement & Value Creation

Step 3: Create and Nurture Digital Experiments

From there we can combine people-led digital change at scale with a portfolio of digital engagement and experience technologies and processes — that must prominently include market-facing community — to begin creating, launching, and growing healthy and vibrant new products and services. Growing hacking in fact, has become an important new technique used by top Internet companies to ensure early lift and adoption, and has been a key subject of interest by top technology leaders like Microsoft CEO Satya Nadella. So grow the results of digital transformation this way, then generate revenue:

Digitally Transforming a Business with Growth Hacking, Business Models, and Community

Step 4: Get Serious About Revenue Models

Finally, the last building block is digital business models, which one the service has a successful audience or community, can be experimented with and validated, though certainly some services, such as sharing economy ones, can monetize from the outset, though often at break even levels. Below is a representative list of some of the most common Internet business models, though by no means all the possibilities. For example, there are at least 18 separate known business models for open APIs alone. The high level Internet business models break down like so:

Common Internet Business Models

For a more complete exploration, please view the video of my closing keynote on this subject in Paris on June 2nd, 2016:

Or download a copy of the Slideshare deck that I presented with.

Additional Reading

How IT Can Change For the Digital Era and What Leaders Can Do About It

The digital transformation conversation shifts to how