The companies I work with at Tanzu by Broadcom are constantly looking for better, faster ways of developing and releasing quality software. But digital transformation means fundamentally changing the way you do business, a process that can be derailed by any number of obstacles. In his recent video series, my colleague Michael Coté identifies 14 reasons why it’s hard to change development practices in large organizations. In this companion series of blog articles, we’re exploring each of those topics in more depth, providing advice on how you can address them in your business.
Today, let’s look at reason no. 9: Transformation without belief is a waste.
Why do digital transformations fail?
One of the key success factors to any would-be transformation is getting everyone on board with the proposed changes. As Coté highlights in his video, the goal is to inspire people to want to change, to get them excited about what the change might achieve. The problem, however, is that in the corporate setting, people have learned to be uninspired due to change fatigue and a constant drive for more … well, capitalism, where people are treated like resources and companies are focused on revenue rather than people.
It’s no surprise then that McKinsey & Company estimate that 70 percent of change programs fail. On the flip side, we’re also told in the same report that “when people are truly invested in change, it is 30 percent more likely to stick.” But getting people to believe in change is easier said than done. How can we get people to see past their pessimism, to trust in the positives of change, feel inspired, get involved, and be excited about what we might achieve together?
Motivation in the modern workplace
According to Daniel Pink’s book Drive, three key motivators drive human behavior: mastery, autonomy, and purpose. In a corporate setting, traditional methods of motivation, such as rewards and punishments, have proved to be ineffective at inspiring and engaging employees. This type of “carrot and stick” approach might compel a worker to show up every day and perform tasks, but you can’t force anyone to be curious, creative, or innovative. Instead, intrinsic motivation, where individuals are self-motivated because they find fulfillment in their work, is crucial.
When it comes to implementing change and getting people on board, it is essential to provide a clear purpose. People need to understand the “why” behind the change and how it aligns with the overall goals and values of the organization—to see the “bigger picture.” Additionally, giving people input in the process is important. When individuals have the opportunity to provide their ideas, suggestions, and feedback, they feel valued and empowered. This involvement creates a sense of ownership and increases their commitment to the change initiative. It also allows for diverse perspectives and innovative thinking, leading to better solutions.
Importantly, change needs to feel authentic. It should be brought about through clear thinking designed to improve some aspect of the business, rather than as a result of corporate boredom or as a step toward promotion for some executive. We gain much more credibility with the workforce by accepting that not all things will go smoothly, and that learning is a key part of the plan. We must ask for help to assess what has worked well and where a course correction is required as we continue on the journey.
By tapping into intrinsic motivation and addressing these needs, organizations can create an environment that fosters enthusiasm, engagement, and successful change implementation.
Adopting change
Once you’ve established “what” you want to achieve and distilled it into a concise, achievable plan, the next concern is how to approach all those involved. It’s critical to understand that not everyone experiences change in the same way, so approaching transformation like some sort of internal, en masse marketing campaign with glossy slides and mandatory introductory sessions is doomed for failure.
Diffusion of Innovation (DOI) Theory, developed by E.M. Rogers in 1962, is one of the oldest social science theories. It explains how, over time, an idea gains momentum and diffuses (or spreads) through a group of people.
Specifically, the research shows that people who adopt ideas early have different characteristics than those who tend to wait to see how things settle before rushing into something new. When promoting new ideas within an organization, it is therefore important to understand the characteristics of those who will help or hinder adoption and tailor the approach accordingly.
In any organization, there are said to be five established adopter categories, with a standard bell curve distribution:
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Innovators (2.5 percent) want to be the first to try something new. They are very willing to take risks and don’t fear wasting efforts on something that might fail. Engage them by presenting new and exciting ideas, emphasizing the potential rewards, and encouraging them to be a trailblazer.
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Early adopters (13.5 percent) are keen to stay ahead of the curve. They are resilient, understanding the need for change, and want to be seen as opinion leaders, showing the way for others to follow in the future. Capture their attention by showcasing the benefits and how they could help influence broader adoption.
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The early majority (34 percent) is made up of pragmatists. They readily adopt new ideas but typically need to see evidence of success first. Be open about your rationale, show the benefits of adoption, and show early success stories of how the change has positively impacted others.
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The late majority (34 percent) includes those skeptical of change and who will only adopt new ideas after they have been proved by the majority. Focus your discussions around how many others have already gained success from your change and how you’ve implemented key learnings to reduce the risk of adoption. Share adoption statistics and data on the benefit others have already achieved, and leverage the support of advocates to help sway opinion.
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Laggards (16 percent) are bound by tradition and are very conservative. They are skeptical of change and are the hardest group to bring on board. Convince laggards to embrace change by demonstrating that they are in the minority, presenting data on the consequences of not adopting the change, and applying pressure through the influence of other adopter groups.
Crossing the chasm
In his book Crossing the Chasm, Geoffrey Moore advocates approaching these groups sequentially, building momentum, and using the previous group to help market success to the next one. Moore offers that the biggest challenge is in “crossing the chasm” between visionaries (early adopters) and pragmatists (early majority).
The book echoes my own experiences in adopting a strategic, layered approach that builds momentum over time. Once an initial product has been developed and there is good feedback from the first “innovator” users, I recommend to my customers that they tackle the following steps in order:
1. Scope and benefits – Retrospectively look at what has worked well and what hasn’t during the early stages of the transformation. Whereas early adopters were willing to look past some rough edges, now is the time to refine your plan and become more concrete about the benefits that you can now demonstrate.
2. Storytelling – Speak with your early adopters to build a library of real-life success stories and reference customers to build credibility and trust. Seek out those who are able to tell a compelling story that highlights the business value of your solution. It’s important that these examples are seen to be in areas that are important to the business.
3. Clear messaging – Take a close look at how new users are first introduced to your solution. Tailor your messaging and positioning to resonate with the pragmatists’ concerns and priorities. I encourage my customers to build a specific landing page that clearly outlines the purpose of transformation, showcases the benefits that early adopters have seen, and includes a simple call to action that lets people know how they can get started.
4. Partnerships – Spend an afternoon thinking about the structure of your organization and the lines of communication that are in place. Expand your reach by leveraging those who are advocates for your change to help make new introductions and build new strategic partnerships.
5. Keep delivering – Maintain a culture of innovation and learning. Keep making progress toward your goals, and communicate broadly on your success. In most organizations, if a team or product is not seen to be moving forward, it is assumed that it is deteriorating. There is no staying still.
Summary
In conclusion, successful transformations require belief and commitment from everyone involved. By understanding how humans perceive change and tailoring our approach accordingly, we can increase the chances of widespread adoption. It is crucial to tap into intrinsic motivation, provide a clear purpose, and give people a voice in the change process. Transparency and honesty play a vital role in gaining trust and buy-in from the workforce.
It’s not enough to simply lead the change; you must inspire others to believe in it too.
Read about other common digital transformation bottlenecks we’ve encountered and how to overcome them:
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Compliance: Making Compliance a Feature, Rather than Friction
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CI/CD Bottlenecks: The Power of a Path-to-Production Workshop
Need help? Tanzu Labs has partnered with countless organizations across the globe to deliver applications and features to production faster. Tanzu Labs offers bespoke consulting services to help organizations build new or modernize existing applications, ensuring that best practices are transferred to customer teams along the way. Learn more about Tanzu Labs’ application services.
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