Transformation programmes are changing dramatically in the digital age.

The main theme of traditional deployments of tools was that change programmes were slow (cascaded from the top, filtering slowly down), soloed (by geographies, levels and departments) and exclusive (owned by leaders and nominated change agents).

In the digital era change is now fast-paced (focused on habit-forming to kick-start new behaviours), focused around behaviours not technology and inclusive (allows everyone’s input to be seen and for social learning to happen).

One of the key changes is the advocacy network that can be built. Forget reaching out to management and asking for the ‘usual suspects’ – the same folk that get volunteered for most change programmes. Use digital and networking technologies to create a broad number of advocates.

It doesn’t matter about the time commitment. Ask then to do what they can when they can. In the digital age getting volume at the ground level is important. Avoid traditional messages on the intranet and focus on getting role models, word of mouth and great use cases. This will spread the transformation far quicker than going through traditional and failing channels.