Conversion optimization is a matter of persuasion. And persuasion is, first of all, a matter of psychology. As you may know, nobody is better than Robert Cialdini in teaching us about persuasion and psychology as a way to understand how customer's mind works.

Not surprisingly, marketers regularly base promotional techniques on Cialdini's principles of social influence to increase the desirability of their products among customers. The choice of what tactics to use, however, is primarily determined by their business goals, while ‘who’ their customers are - from a psychological point of view - is often pushed into the background.

Reciprocity, Commitment and Consistency, Social Proof, Liking, Authority, and Scarcity. These six principles rely on different psychological motives:

• The desire to give something back when we've received something (Reciprocity).
• The need to behave consistently with our previous choices (Commitment and Consistency).
• The tendency to perform actions that reflect other people's actions (Social Proof).
• The tendency to like someone or something that seems similar to us (Liking).
• The tendency to follow the lead of credible, knowledgeable figures (Authority).
• The desire to have more of those things we can have less of (Scarcity).

Each of these principles is related to our inner needs, which make us different one another. As a result, their effectiveness can be stronger or weaker depending on who is the target audience - always from a psychological perspective.

Here are three good examples.

SOCIAL PROOF

People look at what others do to determine their own behavior, especially when they are uncertain or doubtful. Conforming to others, in fact, helps us to feel part of a social group and avoid social faux pas. This kind of "peer power", however, works only with certain types of people.

The ideal customer personality

Social proof is typically more persuasive to people who have a high need for approval and a desire to conform, but it can't work with those who seek uniqueness. Having a high need for uniqueness, in fact, undermines the influence of majority (Imhoff & Erb, 2009). As a result, recommendation techniques such as "people like you bought this" may bother uniqueness-seeking customers while attracting conformity-seekers at the same time.

SCARCITY

People perceive products as more attractive and valuable when their availability is rather limited. So, when they believe that something is in short supply, they want it more. Because valuable things are often scarce, people tend to conclude that scarce things are valuable and more desirable. That is why customers are so attracted by products promoted as being "scarce" (versus abundant), in time or quantity (Cialdini, 1993).

Promotions such as the 'limit one per customer' sales and the 'limited editions' are designed to harness the persuasive power of the scarcity effect. However, as they rely on specific psychological mechanisms, the effectiveness of scarcity changes according to "whom" they are addressed.

The ideal customer personality

Scarcity effect by its nature conveys a feeling of urgency and the belief that you will be missing out on something if you fail to act quickly. A personality trait called "need for closure" refers to one's desire for gaining a definitive answer to a question, thus avoiding uncertainty.

People who are high on this trait feel the urge to come to a quick decision, and scientific research demonstrates that scarcity affects them more compared to people who tend to avoid closure and are more comfortable with ambiguity (Jung & Kellaris 2004). As a result, customers with higher need for closure would be more prone to buy something if they know that it is the very last one or that a special deal will soon expire.

RECIPROCITY

People feel the need to give back to others the form of behaviors, favors or gifts that they have received in the first place. In other words, they want to treat others the same way they have treated them before and, more importantly, be the last to give.

Running a blog that offers highly actionable and useful insights for free; a waiter or waitress that gives you a gift - such as a fortune cookie, or a mint - when bringing your bill; offering a gift incentive upfront rather than at the end of a sale.

All these common-used tactics apply the principle of reciprocity to make your readers more willing to buy something from you or provide you with a conversion and to be more generous tippers. As we all know, however, the feeling of being indebted to others, the sense of gratitude and the desire to repay a kindness, are not equally present in each of us.

The ideal customer personality

Studies have found that such "prosocial" tendencies are strongly rooted in personality and, especially, in individual differences in agreeableness.

Agreeable people are typically more grateful, thankful, and trustful. They are also more likely to attribute their positive outcomes to the intentional behavior of others, while distrustful people tend to be suspicious, skeptical, and address others' kindness to personal or selfish gain. So, agreeable customers are perfect for reciprocity-based engagement techniques.

If you think that customers decisions are just based on past behaviors, you are wrong. They mainly depend on who they are. That is why it is imperative to put effort into knowing the human side of your customers and choose how to communicate with them on a personal level.

In a world where hyper-personalization is an essential factor for success in every business, blending empathy in your marketing strategy becomes the key to meet the challenge. Add technology to the equation, and that is the key to make it scalable.

References:

Cialdini, R. (1993). The psychology of influence. New York: William Morrow & Co.

Imhoff, Roland, Hans-Peter Erb. 2009. What motivates nonconformity? Uniqueness seeking blocks majority influence. Personality and Social Psychology Bulletin 35(3) 309–320.

Jung, J. M., & Kellaris, J. J. (2004). Cross‐national differences in proneness to scarcity effects: The moderating roles of familiarity, uncertainty avoidance, and need for cognitive closure. Psychology & Marketing, 21(9), 739-753.

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Be Human - Matching Customer Personality is the New Key to Relevance

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What did you do the last time you had to buy something? Who did you turn to for ideas and inspiration? When was the last time you bought something without looking for opinions or reviews?

The answer to these questions leads us to the fundamental role that mobile technology plays in our daily decisions, from the most important ones to those that we would have once taken without thinking.

In the last two decades, our behaviors have changed so deeply that we hardly remember how life was before the spread of Internet-connected devices. Making decisions was a long, sometimes hard process. Customers were more thoughtful but also less reactive and aware.

Today, on the contrary, customers have all the information they need at their fingertips, readily available on the screen of the smartphone, wherever they are. More than 50% of customers use their smartphones to search for product info and decide what to buy and where to buy.

This simple fact has made them more aware and fast than ever, but also less reflective. The attention span is lower than ever (barely 8 seconds), and this behavioral changes have a huge impact on the way Brands plan and execute their marketing strategies.

According to recent research, 78% of customers searching on mobile for a local business ultimately end up making a purchase. Technology reshapes the 4Ps of traditional marketing, and the experience becomes the primary - if not the only - business differentiator.

The spread of the mobile devices, connected objects, and digital services constantly rewrites the structure of the customer journey. Today, the touchpoints we used to cross only a few years ago have lost relevance, and new ones have emerged - mainly online.

As mentioned by Google in a report about the Micro Moments, in this fast-paced and crowded ecosystem, where customers can buy whatever they want online at a lower price, you can be successful only when:

• You are there - You must show up where and when your customers are ready to choose you.
• You are quick - You do whatever it takes to connect with customers before your competitors.
• You are relevant - You can deliver meaningful contents, when and where it matters most.

“Today’s super-empowered consumers know they can research anything they need or want online. But while people are still searching for specific products, they are increasingly turning to search before they have even figured out what to buy. Ultimately, they are looking for ideas and inspiration.” (Think With Google)

When Google was founded in 1998, on average it was serving ten thousand search queries per day. Today, Google processes over 40 thousand search queries every second on average, which translates to over 3.5 billion searches per day and 1.2 trillion searches per year worldwide.

The disruption of search behaviors is caused by the evolution of technology but, in return, it can also become a vector of innovation. The perfect example is the algorithm of Google’s search engine, more and more ‘inspired’ by what happens on that (not so) tiny device in the hands of customers.

Mobile platforms now account for roughly the 60% of total time spent on digital media, and more than 60% of all traffic on Google search engine comes from mobile devices. These numbers are so relevant that Google has decided to split the engine into two - desktop and mobile - with the latter becoming the most important for your business purposes.

“By understanding how people are searching for ideas, brands have an opportunity to get into their consideration set. Brands can think of all the open-ended discovery moments where someone is totally open to what is out there and make themselves visible and differentiated.” (Google)

Going back to the opening questions, a good exemplification of what has changed in how shoppers find ideas and inspiration can be found in an infographic featured on Think With Google. A necessary starting point to understand how you can adapt and improve your strategy.

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The new year has started. Time of resolutions. And thinking about my professional purpose, which is to empower people's lives with technology, I have come to reflect on how I can be useful to you, to help you deliver a higher value and impact.

We interact with one another in an increasingly digitized world. Constant interruptions, leaving messages unanswered, and lack of interest have all become the norm in our society, overflooded with mobile devices and screens. But is this what you want? And if not, what can you do in 2018 about it?

Digital incumbents' engineers and designers have worked hard in these years to make email, Snapchat, Facebook, Instagram, Twitter and other tools addictive. They reward you through the neurochemicals you experience when you use them. They give you the illusion of accomplishment and productivity and supposed social connection.

Out for dinner? Instead of talking about the food, you post a picture of it online. Missing family? Instead of calling your dad, you send a message to update him on your life. At a party, you are busy sharing the experience with your friends online instead of talking to other people there.

At home and at work, even as you sleep, your devices – the smartphone or tablet – attach to you and surround you. Your apps buzz, beep and ring at you, and even when they don’t, you can’t resist their allure and reach your smartphone for your dose of dopamine, as you do with a delicious croissant.

Your costs, though not evident, include a lost ability to converse or relate in person and a loss of empathy quotient (EQ). In your organi
zation, such behavior leads to declining morale, less creativity, little collaboration and lower productivity. Your friendships fade as once-deep conversations grow shallow and disjointed. Once you lose the ability to relate effectively in person, you hide behind your devices all the more.

Research shows that once you are interrupted, it takes 23 minutes to get back to the performance level you had beforehand. Learning to unitask is difficult, especially if you are younger than 40 and raised on the multitasking myth, but you can “rewire” your brain with practice.

Your work in 2018 requires from you more focus, time and reflection. As Cal Newport explains in his book, Deep Work:

The ability to perform deep work is becoming increasingly rare at the same time it is becoming increasingly valuable in our economy. As a consequence, the few who cultivate this skill, and then make it the core of their working life, will thrive.

If you can set strict mental boundaries and commit to intensely focused work times, I promise you will shine in 2018.

Now that year's end is passed and as you have to regain optimal weight 🙂 more critical: you have to cultivate your brain's shape.

Yes, you are vulnerable to the emotional gratifications that your phone offers – as you are neurochemically rewarded when you attend to its constant stimulation.

Technology promises to supplement your life, but often it ends up changing or controlling it. Texting disrupts conversations; emerging AI supplants human caregivers. Algorithms collect and analyze everything you do online and predict what you want.

Not all this is bad, but now is the time to think deliberately about your behavior. Put your phone out of sight and talk to your kids, partner, and co-workers. Spend more time alone, either thinking or daydreaming. Talk to people who don’t share your views. Demand more transparency from the Big Four (Google, Amazon, Facebook, and Apple). And most important, set aside time for real, eye-to-eye, conversation with human beings. Those empathic, mind-enriching conversation that you cannot have with Siri, Cortana or Google Now.

My good news to you is that you don’t have to give up your smartphone. If you understand its profound effects on you, you can approach it with greater intention and choose to live differently with it. I hope this can be - together with me - one of your resolutions to gain success in 2018.

Download The 7 Pillars Of The New Customer Loyalty to define the foundations on which to build your engagement and loyalty strategy, create innovative experiences and establish a lasting and valuable relationship with your customers.

What is the best way to jump start your new year's resolutions? Reading insightful and enlightening books, of course.
In this whirlwind of social and technological disruptions, digital leaders must focus on the continuous improvement of themselves, if they aim at improving their strategy.

We all know how important is to learn from the experiences of the others, and b
ooks can help you achieve a more profound and accurate vision of your environment, customers, and business. Here is our list - revamped for 2018 - of the essential books that will inspire you and the ones around you all year long.

We originally published this list at the end of 2015. Of course, a lot has happened in the last two years: the smartphone has definitely become our daily companion;
new technologies have taken the center stage (i.e. the Internet of Things) and old one have gained a new bright light (virtual and augmented reality).

Ultimately, the social rules have evolved and people too.
Many books have tackled the challenge of the digital disruption and its consequences on our life as human beings, customers, entrepreneurs.

To be truly effective in understanding and engaging your digital customers, you need to be willing to learn. Learning is so important, in fact, that we have included it as one of the seven steps in the DCX 7-Steps Checklist, a step-by-step guide to deliver an amazing digital customer experience.

Know yourself, know your customers, know your context. Stay current; embrace the constant flow of digital innovations; enhance the user experience at every single touch point of the customer journey.

We corssed the threshold that separates the old world (with traditional business patterns and marketing funnel) and the new world (where empowered digital customers dictate the brand agenda).

Changes happen so fast that even the most successful brands - Apple, Google, Amazon - do not rest on their laurels. Digital business is a work in progress, by definition.

The next disruption may come from unexpected places: the Internet of Things, psychographics, machine learning and predictive analytics, proximity marketing, wearable technology, cloud computing, innovative social media, virtual and augmented reality.

None will ever grow by staying closed in his comfort zone. You must confront with the best-in-class, because the only way to see the future is by standing on the shoulders of giants. Here is our updated list of the essential readings you should not miss.

THE LIFE PROJECT, HELEN PEARSON

"The Life Project: The Extraordinary Story Of 70,000 Ordinary Lives", by science journalist Helen Pearson, narrates the longest-running study of human development in the world, started in 1946 and grown to encompass five generations of children. This is the tale of these studies and the remarkable discoveries that have come from them.

PRE-SUASION, ROBERT CIALDINI

Included in the list of the best business books of 2016, "Pre-suasion: A Revolutionary Way To Influence And Persuade" is the latest effort by social psychologist Robert Cialdini, author of the renowned "Influence". The book explains how to capitalize the "privileged moment for change" to deliver your message in the most effective way. To change minds but also states of mind.

DISRUPTING DIGITAL BUSINESS, R “RAY” WANG

In the world where companies no longer control the conversation, they need to learn how to create an authentic experience for their customers. Digital leaders must shift from creating promises to keeping promises. In this era of social connections and constant connectivity, the experience becomes the main competitive differentiator, influencing the way brands plan and execute their strategy.

DEEP THINKING, GARRY KASPAROV

We all know Garry Kasparov as the greatest chess player of all times. With his book, titled "Deep Thinking: Where Machine Intelligence Ends And Human Creativity Begins", he also proves himself to be a great explorer of the artificial intelligence. The story starts in 1997 with the chess match against the IBM supercomputer Deep Blue, a watershed moment in the history of technology.

THE THANK YOU ECONOMY, GARY VAYNERCHUK

The entrepreneur Gary Vaynerchuk proclaims, with data-driven evidence, that we have entered into a new era for business. In this one, companies need to scale their communication to a one-to-one level, no matter how big they are and how much money they invest. The best way to do it is to harness the power from social media, used as a word-of-mouth and customer experience platform.

THE TELOMERE EFFECT, ELIZABETH BLACKBURN & ELISSA EPEL

Have you wondered why some sixty-year-olds look and feel like forty-year-olds and why some forty-year-olds look and feel like sixty-year-olds? Molecular biologist Elizabeth Blackburn received the Nobel Prize in Medicine for her discovery of telomeres. In this book, with the help of her colleague Elissa Epel, she highlights how the changes we can make to our daily habits can protect our telomeres and increase our health spans.

THE STARBUCKS EXPERIENCE, JOSEPH MICHELLI

Why should I pay more for an average coffee? The secret behind the 'Starbucks formula' lies in the ability to turn the ordinary into extraordinary, focusing on the overall customer experience rather than the product. If you want to understand what loyalty means in the digital era, Starbucks is your landmark brand: personalized experiences, employee engagement, omni-channel customer journey.

THE NORDSTROM WAY, ROBERT SPECTOR

Nordstrom, a very well-known retail brand, is universally recognized as one of the best examples of customer service excellence. In fact, all other companies use it as a cornerstone, aiming at becoming the “Nordstrom of their industry”. What is the secret of this enduring - even in economic turmoil - success? The direct link between empowering your employees and creating a long-term relationship with your customers.

MASTERING LEADERSHIP, ROBERT J. ANDERSON & WILLIAM A. ADAMS

Is leadership a competitive advantage, or is it just costing you in terms of time, money and personal development? Today's escalating complexity puts leadership effectiveness at a premium. Mastering Leadership involves developing the effectiveness of leaders - individually and collectively - and turning that leadership into a competitive advantage. This book aims at offering "an integrated framework for breakthrough performance and extraordinary business results".

THE CUSTOMER MANIFESTO, PAMELA HERRMANN

Let’s start with two numbers: 80 percent of businesses believe they are providing superior customer experience, yet only 8 percent of their customers agree they provide it. The disconnect is due to the fact that amazing customer experience is not the result of a program, it is the effect of a human and personal connection, across all touch points. This is where successful entrepreneurs start, to grow their business.

THE CUSTOMER EXPERIENCE FIASCO, ANDREW REISE

To learn the foundations of an amazing experience for customers, you must learn not just the best practices and success stories, but also the misguided adventures. Using a fictional situation, the book - written by the experts of Andrew Reise Consulting - tells the story of how you can start from a fiasco (a YouTube video, in this case) to build a successful customer experience strategy.

OUTSIDE IN, HARLEY MANNING

This book is about the power of putting customers at the center of your business. Customer experience is the most powerful - and yet misunderstood - element of corporate strategy today. Your business value is not established just by the quality of the output (your product) but also by the quality of the connection between you and your customers (the experience). Identifying and solving the problems inside your organization has the potential to increase dramatically sales and decrease costs.

I LOVE YOU MORE THAN MY DOG, JEANNE BLISS

The theory is good, case studies are even better. This book is all about true stories that can teach you how to improve your strategy. In the end, you will understand the difference between having customers who like you and customers who love you (truly, madly, deeply). Loyal and engaged customers are the key, and the author has studied tons of companies to identify the five decisions that drive extreme customer loyalty, in good times and bad.

INBOUND MARKETING, BRIAN HALLIGAN & DHARMESH SHAH

Inbound marketing is a new paradigm in the relationship with customers, a methodology that replaces interruption with communication and value creation. This book, written by the two founders of the automation platform Hubspot, gives you all introductory hints to change your content strategy and ultimately attract, convert, close and delight. Transforming your customers from complete strangers to loyal promoters.

TO SELL IS HUMAN, DANIEL PINK

If you need a fresh look at the art of selling in the age of digital disruption, this book will offer a new perspective, based on the idea that we are all salespeople. Among all other things, the author describes the six successors to the elevator pitch, the three rules for understanding another's perspective, and the five frames that can make your message clearer and more persuasive. Because, in sales, numbers matter.

Of course, there are lots of great readings we did non include in this brief list. Please, use the comments to suggest your personal favorites.

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Download The 7 Pillars Of The New Customer Loyalty to define the foundations on which to build your engagement and loyalty strategy, create innovative experiences and establish a lasting and valuable relationship with your customers.

Brace Yourself; Vacation days coming!

Whether it is the summer or winter season, the desire to travel never misses the opportunity. For those who want to plan their trip, but also those who produce and sell vacation-related products and services.

The desire to explore the world has not changed over the last century, and will not change in the next future. What has evolved dramatically - in the last decade - is the way we research, plan and purchase our trips. What Google has called The Travel Customer Journey. A disruption made possible - again - by the smartphone.

Long gone are the days when planning a vacation (a honeymoon or a business trip) meant you had to trust a specialized agency, with little control over the final result. In the nineties, the Internet has opened a whole world of information for the customers, and then mobile technology did the rest, switching the balance of power definitely.

Today, the smartphone is the first point of reference whenever we need to find the solution to a problem or the product that perfectly fits our needs. Travel planning makes no exception, as perfectly summed up by a series of reports released by Google on Think With Google.

“As more research happens in the traveler's customer journey, there are more micro moments - when people turn to a device with intent to answer an immediate need. In these moments, the stakes are high for travel brands as preferences are shaped, and decisions are made. What happens in these micro-moments ultimately affects the travel decision-making process.”

In our times of economic constraints, organizing a vacation can be tricky business:

• People see the travel as an investment, and so take all the time needed to research the possibilities (mostly using their mobile devices).
• Travelers usually worry they are not finding the best solution or making the best decision, even while they are paying and booking.
• Even when they find a last minute opportunity, most customers bounce back and forth between destinations, websites, agencies, and price comparison engines.

Customers are much more conscious and demanding than in the past. They spend more time researching and comparing the alternatives (in terms of destinations and providers). They go through a multitude of touchpoints and, even though they take quick decisions, ultimately ponder every single detail.

If your brand plays in this industry, the task is clear and simple:

• You must show up during the critical micro moments of travel research process;
• You must be there, reachable whenever customers need your attention or help;
• You must be useful, engaging them with relevant, useful, personalized contents and offers;
• You must be quick. If you do not convert your customers, someone else will (namely a competitor).

The main reference for this article is the ‘Travel Micro-Moments Guide’ published by Google. The underlying assumption is that “travelers increasingly turn to mobile in real time and on-the-go, making informed decisions faster than ever before. For marketers, this means there are new opportunities to connect throughout the entire travel customer journey, across devices and channels.”

Researchers have defined four main travel micro moments that matter:

I Want To Get Away - We explore options and ideas, looking for inspiration.

Time To Make a Plan - We have a destination, and look for dates, flights, accommodation.

Let’s Book It - We are ready to book and look for extra activities to reserve.

Can’t Wait To Explore - We prepare to live the experience, and share it with the others.

Given the premise, we see a huge opportunity for those who provide products and services related to the various the steps of the travel experience. The digital customer journey of the travelers has become more complex than ever, and so you have multiple chances to engage customers.

Whether you are an online or offline business, you may tap into one of the main micro moments or everywhere in between those, proposing suitable and innovative solutions. In example: a micro-insurance delivered on the smartphone at the right time; a local transportation mobile app filled with shopping and entertainment suggestions; a conversational interface or Facebook Messenger chatbot that helps customers find the best prices or deal.

Of course, mobile is the keyword to understand the new scenario, because the micro moments mostly unravel online:

“Recent data show that there are already more searches on mobile than desktop for select travel categories, such as family vacations and luxury travel. And when it comes to planning holiday activities, mobile devices are giving travelers increased flexibility. Many travelers are willing to plan activities on the fly, while they are at their destination.”

The optimization for mobile is mandatory now that customers take faster decisions and expect faster experiences:

“Over 90% of travelers using mobile devices will switch to another site or app if their needs are not being met. 79% of mobile travelers say that when researching on their smartphones, they are looking for the most relevant information available, regardless of where it comes from.”

The continuous transition from the real world to the digital dimension generate a whole new set of data that you can use to get a better understanding of customers. When it comes to travels, in fact, not all customers are equal.

Also, this type of experiences is heavily influenced by the emotional and psychological traits. Data-backed psychographics research becomes essential if you want to sketch a proper customer journey map, build a successful digital strategy, and ultimately deliver truly personalized contents linked to the emotional profiles of the different customers.

Once you determine customers’ behaviors and deepest needs, you can anticipate their needs and desires. You will also be able to prioritize the right audience and target the most valuable customers with tailor-cut contents, notifications, and promotions.

“Travel marketers need to account for the new multi-device, multi-channel landscape. And those who are moments-ready—and consistently manage their share of intent to meet consumer demand—will take the lion's share of the reward.”

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How can you set the spark of the digital transformation on fire? We always stress the importance of change in the era of constant technological evolution, but more than often it is not clear who should lead this change. Who is the agent of drift towards the future?

What it means to be a successful change agent in the digital economy is the main focus of the latest report published by Brian Solis, analyst at Altimeter. The prophet from the age of Digital Darwinism has shared, once again, the opportunities and hardships of moving a Brand from the old patterns and habits.

The report has a self-evident title: “The Digital Change Agent's Manifesto - How the People Behind Digital Transformation Lead Change From Within”. It starts with the awareness that technology and society still evolve at a faster pace than organizations. Even though they are investing in their digital transformation, most Brands are often too slow.

They react rather than act and anticipate the changes. The efforts of those who become the flag bearer of transformation “are often hindered by an organizational culture that is risk-averse and slow to change. Not everyone believes in change, however, nor that they need to learn or even unlearn skills and perspectives to compete for the future. Any effort to change comes down to people, and in the absence of supportive leadership, people typically form roadblocks.” (Brian Solis)

Behind this lack of agility, there is, of course, a cultural limit that should not be underestimated, but the main obstacle can be traced in the absence of a ‘digital change agent’:

“In most organizations, however, these digital transformation efforts often take place in isolated pockets, sometimes with little coordination and collaboration across the enterprise. Even still, these movements are important and often driven by individuals who share a deep expertise and passion for digital and are ardent advocates of its potential to help their companies compete more effectively. These individuals are the digital change agents and they represent the future of the organization.”

The idea of a digital change agent coming from within is powerful, nonetheless difficult to identify in today’s structured organizations. Who is this agent? Where does it come from? What should be his core capabilities? There is not a simple, one-fits-all answer to these questions. The change agent, in fact, is hardly someone trained to play this role:

“While change agents are well-versed in all things digital, they aren’t necessarily seasoned
or trained at navigating the cultural dynamics that drive change in an organization. They
typically pick up leadership and change-management skills on the fly as they learn to face
and manage the behavioral challenges that often prevent colleagues from accepting their
perspectives, ideas, and digital innovations.”

Given the premise, it is evident that there is no one type of change agent. Each one brings to the table different skillsets, goals, and aspirations, “but they all wear similar hats at different points in their journey, serving as data gatherers and storytellers, influencers and case makers, relationship builders, and champions of digital transformation.”

What are the highlights of these digital agents?

• Although digital transformation is one of the biggest trends in business today and companies are investing heavily in new technologies and innovations, many still do so as a grassroots effort driven by resourceful individuals — digital change agents — across the organization.
• Digital change agents are passionate about digital innovations and ardent believers in their potential to help the organization succeed — but they are sometimes reluctant to step into a leadership or change-management role.
• Change agents can rise from anywhere in the organization and often begin as digital advocates — employees who introduce or promote new digital ideas or products — and eventually progress to experienced transformers.

The research shows how these agents should operate from a strategic manifesto to guide them in their digital transformation efforts, expedite change, and minimize complications and detractions. The agents move across different steps of a journey that unravels inside and outside their company:

• Embrace being a catalyst;
• Organize with other change agents;
• Learn to speak the language of the C-Suite;
• Make allies;
• Spread digital literacy;
• Create a digital transformation roadmap;
• Link digital transformation efforts to business and individuals’ goals;
• Set metrics and milestones;
• Democratize ideation;
• Capitalize on their own inherent “superpowers”.

As a CEO, you should always ask yourself what can you do to make the digital change agent feel less lonely. Of course, transforming and leading the organization towards the future is never easy but, when all the pieces align, there you will find the evolved digital organization you have been longing to achieve.

We strongly advise you to download The Digital Change Agent's Manifesto, a thoughtful, brilliant piece of research by Brian Solis.

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