Every few years, new trends sweep across the technology sector, and while AI is the latest, one trend that’s become increasingly pervasive is transformation.

Transformation comes in many forms, such as technology, digital, or business transformation, which led me to reflect on the meaning of the word itself. After a quick Google search, I found several standard definitions.

• A complete change in somebody/something. – Oxford Advanced Learner’s Dictionary

• A complete change in the appearance or character of something or someone, especially so that that thing or person is improved. – Cambridge Dictionary

• To change in composition or structure; to change the outward form or appearance of; to change in character or condition. – Merriam-Webster Dictionary

In essence, transformation refers to a change in the appearance or nature of something. However, it’s important to note that there’s no inherent definition of how big or small the change must be, nor any guarantee of the results it yields.

With that in mind, what exactly does transformation or change mean when it comes to undertaking a technology transformation?

Pillars of Transformation

Most technologists focus on the three fundamental pillars of change: People, Process, and Technology. However, I believe two more elements are essential: Strategy and Culture. Let’s look at each in a bit more detail.

People:

What can never be ignored, even in the midst of AI hype, is that the primary drivers of transformation are people.

It is the hands, hearts, and minds of people that lead to a desired transformation. People lead people, people develop technology, and people deliver solutions. As leaders, it is incumbent upon us to identify the right roles needed for such transformation, then find the right talent, and match the right person with the right talent to the right role.

After that, we must empower them and step aside, only intervening to clear roadblocks or check on their progress and well-being. This addresses the “who” component of transformation.

Process:

This is the “how” of achieving transformation. Should the process evolve organically or should industry best practices be adopted?

In my opinion, it depends on the type of transformation that is taking place and what stage it is in – are you fundamentally changing your business, the technology that enables it, or scaling to the next level? If you are in the beginning stages of any of these, you could be more innovative and experimental in your approach and let the process evolve organically.

However, if you have established a baseline process, it is time to look at industry best practices, after all, why reinvent the wheel?

Regardless, the process should never stand in the way of progress.

Technology:

While some believe transformation is only possible through technology, and I don’t disagree, the key lies in the right use of technology.

It’s crucial to first understand the business problems being addressed and then identify the technology solutions that solve them. More often than not, we as technologists quickly chase the latest and greatest innovation to drive transformation. But ask yourself: “Is the business asking for it? What’s truly needed – a practical solution that sustains the business in both the short and long term or cutting-edge technology so raw it’s riddled with bugs, hindering business support? Does speed matter?

There will always be opportunities to use innovative technology to streamline processes, but not at the expense of rewriting solid, reliable logic that continues to perform effectively.

Strategy:

Now comes the biggest question of all. The purpose. Why are we doing it? Has business growth stalled or even regressed? Is it losing market share? Are new entrants pushing it towards irrelevance or even obsolescence? Or is the business poised to take the next leap to maintain its market position?

Many other questions also need to be answered to arrive at the right strategy:

• Do we have the right product or solution?

• Do we have the right addressable market?

• Do we have the right organization?

• Are we using the right technology?

• Do we have the right people and processes?

• Does the infrastructure support our goals?

While this is just a sample of all the questions that will go into developing a sound strategy from a business point of view, the same questions can be applied at a micro level to technology strategy.

Culture:

Culture is what binds it all together. We have to constantly evaluate what motivates the people we have assembled to deliver transformational objectives.

“It doesn’t make sense to hire smart people and then tell them what to do, we hire smart people so they can tell us what to do.”

Steve Jobs

Leadership needs to believe in that. Listen to the people who will conduct the work, give them direction (with reason), empower them, and stand back. Become available when needed, empathize, and celebrate. It is about getting everyone to believe in the purpose of why we are undergoing a transformation.

This starts at the top – unless you believe in the purpose yourself, you will not be able to articulate it to get your team on the same page.

What Is It to You?

When we think of transformation, it’s easy to focus on technology, but it reaches much further. It’s about the fundamental shifts that reshape how we live, work, and think. This broader perspective led me to reflect on a few key questions:

• How transformational was the industrial revolution?

• Did the two World Wars truly lead to transformation?

• How much did the world transform with the invention of the Internet?

• Will AI transform our lives?

• A baby speaking its first words – is that transformational?

For some, a small step may represent a significant change, while for others, even major accomplishments seem minor in comparison to global events.

Transformation should be measured not by its size, but by the impact it delivers. If the desired outcome is met or even exceeded, isn’t that transformation in itself?

As you’ve likely noticed, what began as a discussion about Technology Transformation applies to transformation in a broader sense. True transformation can be achieved when both business and technology transform in tandem.

No change is too big or too small.

After all, the journey of a thousand miles begins with a single step—so, was it that first step or the thousandth mile that was transformational?

During a recent discussion with fellow CIOs, the topic of transformation sparked an engaging debate, yet there was no consensus on what transformation actually means. For some, it was the thousandth mile; for others, it was the first step. Still, for some, it was defined by a process or an infrastructural change – all of which were seen as transformational in their own right.

The Wrap

We must each recognize what “transformation” means to us—whether as individuals, teams, or departments—and come to a collective understanding of its significance.

This shared definition becomes our foundation, guiding us toward the desired outcome. And it all starts with a willingness to embrace change.