When we talk about digital transformation, we often focus on technology—faster software, smarter algorithms, or more efficient platforms. But for small and medium enterprises (SMEs), the real challenge isn’t the technology; it’s people. SMEs often operate with limited resources, both in terms of finances and personnel, making it harder to dedicate time and effort to large-scale transformation initiatives. Furthermore, roles and responsibilities in SMEs are frequently less formalised than in larger organisations, leaving gaps in accountability and leadership during complex projects. This can lead to resistance to change and a lack of clarity about who should take the lead in driving transformation forward.
In order to address these challenges, we set out to develop the Digital Innovator Tool 18 months ago. Through workshops and iterative testing with SMEs, we designed a framework for SMEs to systematically identify key individuals—whom we named promotors—who can drive innovation and collaboration during transformation projects.
5 critical types of change-driving roles in an organisation:
- Sponsors: Secure resources and advocate for change
- Experts: Bring deep process and technical knowledge
- Networkers: Connect teams and facilitate communication
- Mediators: Resolve conflicts and ensure smooth collaboration
- Sceptics: Initially resistant but, once convinced, can become the strongest advocates
How does it work?
Consider an SME planning to adopt a digital inventory system. Employees are nervous about the shift, and roles are unclear. The Digital Innovator Tool provides a step-by-step roadmap:
- Understand perspectives: Start by asking, “What are the biggest challenges this change will bring to your work?” and “What would make this transition easier?” These questions uncover fears, resistance, and opportunities. For example, a warehouse employee might express concerns about training, signalling the need for additional support.
- Identify promotors: Use the tool’s guidelines to map promotors. Look for individuals who naturally step forward—an IT manager eager to troubleshoot the system, or a long-time inventory clerk who voices skepticism but also has a deep knowledge of the organisation and practical suggestions to offer.
- Bridge gaps: Formalise collaboration by connecting identified promotors with leadership (and each other!) as well as by creating defined roles. For instance, assign the IT manager to lead implementation while involving the skeptical clerk in testing the new inventory system to build trust.
- Plan and act: Develop specific next steps, such as a timeline for training sessions and deadlines for system rollouts. Ensure each promotor understands their responsibilities in the process.
For small and medium enterprises (SMEs), the real challenge isn’t the technology; it’s people.
The digital transformation in the bakery: How a family business is mastering digital transformation
A family-owned bakery, passed down for five generations, faced increasing competition and changing customer expectations. To stay competitive, they needed to modernise.
The two young managing directors saw the potential in digital tools—automating inventory, streamlining orders, and improving workflow. But enthusiasm wasn’t enough. Many employees, who had been doing things the same way for decades, were reluctant to change. Some worried that new systems would complicate their workflow, while others feared it would take away the personal touch customers valued.
One of the managing directors took on the challenge himself, trying to implement changes while juggling daily operations. It quickly became overwhelming. Progress stalled, tensions rose, and the transformation effort lost momentum. The bakery turned to the Digital Innovator Tool, which helped them structure the process:
- A senior baker—initially resistant—was brought in early to test the new system. Once he saw that digital tracking reduced ingredient shortages and errors, he became a skeptic-turned-promotor, showing colleagues how it could make their jobs easier.
- The operations manager became the sponsor, ensuring leadership commitment and resource allocation.
- A younger, tech-savvy cashier stepped into the networker role, bridging the gap between the bakery’s traditional staff and the new technology, answering questions, and helping troubleshoot small issues.
By clarifying responsibilities and engaging the right people, the bakery successfully transitioned without losing its essence. Today, they operate more efficiently with less waste and improved service, showing that transformation is about people, not just technology.
Why is the Digital Innovator Tool a must for SMEs?
Digital transformation is often seen as daunting, especially for SMEs with limited resources. The Digital Innovator Tool simplifies the process by focusing on people first, technology second. It helps by:
- Uncovering resistance: Identifying fears and concerns early prevents delays.
- Empowering internal champions: Promotors drive change from within, ensuring buy-in.
- Boosting collaboration: Clear roles minimise confusion and build accountability.
Making change work
Digital transformation isn’t just for large corporations with big budgets. For SMEs, it’s a chance to stay competitive in a fast-changing market continuously disrupted by emerging technologies. The Digital Innovator Tool shows that the path to success lies in understanding your team, building trust, and empowering individuals to lead the charge.
If you want to explore how this tool can help your organisation, our research offers a practical starting point to turn resistance into results.
Sophie Petzolt is a research associate at Fraunhofer IAO in the field of organizational development. Her research focuses on promoting digital innovation, particularly the human side of digital transformation and the role of informal promotors in SMEs’ digital transformation. She combines insights from innovation management and organizational research to bridge the gap between academic rigour and practical relevance.
Christoph Seckler is a Professor of Entrepreneurial Strategy at ESCP Business School. He believes that design science enables scholars to combine rigorous research with real-world impact. The German magazine Capital included him in its ‘Top 40 Under 40’ and its ‘Top 10 Upcoming Business Scholars’.
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