Digital Transformation Experiences: From Leadership to Action

In 2023, Grupo Esfera organized the first webinar on Transformation Experiences: From Leadership to Action, coordinated by Diego Fontdevila (founder of Grupo Esfera, executive coach, and university professor) alongside guest speakers Marcelo Vivanco (digital transformation consultant, former CTO, and psychologist), Federico Casuscelli (consultant and digital transformation strategy specialist), and Mariano Tugnarelli (computer engineer, developer, consultant, and software design architect).

The discussion centered on three key questions regarding organizational transformation processes. Below is a summary of the panel to share these insights with those who couldn't attend and those who wish to contribute their perspective in the comments.

How and Why Do Organizational Digital Transformation Processes Begin?

Marcelo Vivanco: I see two possible starting points. The first originates within technology departments and spreads to the rest of the organization. The second is a top-down transformation initiated by Executive Leadership, driven by the search for better results, which "trickles down" through the organization.

In the first model, the process is slower; in the second, there is higher buy-in from leadership. In either case, you must consider the maximum speed at which that transformation can take place, which ultimately depends on the people who make up the organization.

I can also describe a third scenario, though I have yet to see it in practice: a transformation that starts within business units and expands across the rest of the organization.

Federico Casuscelli: I’d like to add to Marcelo’s point regarding the core motivation for starting a change process. It can originate at the Executive level out of a need to innovate, rethink how business is done, and generate new opportunities. Sometimes, it’s simply because Leadership saw other organizations find their way. On the other hand, for processes that start in technology departments, the motivation is usually tied to operational frustration. That is where the need for change becomes most obvious.

Mariano Tugnarelli: I agree with the idea of seeking a solution to frustration. Those of us who enjoy building products, meeting needs, delighting users, and delivering business value get frustrated when we can't achieve results—when we see projects stall and fail to reach production. That motivation drives us to seek change. We see how other people work in happy teams delivering outstanding products, and we want to emulate those organizations and teams. The goal is a mindset shift toward enjoying the work while generating strong business outcomes. This is also evident in initiatives that start as agile pilot projects and end up inspiring other areas of the organization. While the process may move more slowly, it supports the shift that began in IT.

Diego Fontdevila: I want to highlight something Marcelo mentioned: the maximum speed at which an organization can transform, the support it has, and the conditions under which that change occurs. Furthermore, agility originates from human experience—from people who were doing the work and felt the need to do it differently. The topic of change velocity has been discussed for years: sometimes it's about moving faster, but teams can't always match the pace set by leadership.

What Kind of Leadership Does This Change Process Require?

Federico Casuscelli: In my experience, the most valuable trait is adaptability. To lead a team, it is essential to understand that change is a process and that people move at their own pace. Each team member starts from a different point, so leaders must adapt, understand the coexisting ways of working within the team, and communicate the importance of having everyone onboard with the transformation and clear on where we want to go.

This brings us back to the question of velocity. While every organization must find its own pace—which itself is a journey within the change process—it is critical for leaders to convey a sense of urgency.

The best way to deliver this message is through action. To lead change, those with this responsibility in the organization must inspire others while keeping the long-term vision and purpose firmly alive.

Diego Fontdevila: I resonate with striking a balance between sense of urgency, daily practice, and enthusiasm for the task. This is tied to creating a context of abundance and well-being: acting with urgency, but doing things right. If I am going to ask team members to make an effort to change, I must provide enough breathing room for that change to be viable; otherwise, it’s a trap.

Mariano Tugnarelli: I believe that in technical leadership, the transformation process requires sharpening our problem-solving skills, pushing boundaries, finding ways to make things work, and breaking down barriers. It demands courageous leadership to face these challenges.

We often talk about transformations as simply swapping out software, a programming language, or a tech stack tool. If I focus solely on the tools rather than how I use what I have or could have, we won't succeed. We need to understand the context and leverage existing resources to move toward continuous improvement.

Marcelo Vivanco: Looking at the requirements for this type of leadership, some are widely valued: active listening and the ability to motivate (providing purpose, the why, and the direction). To that, I would add adaptability, the capacity to enjoy novelty, and a genuine eagerness to embrace change.

How Wide Is the Gap Between Saying and Doing?

Mariano Tugnarelli: This connects closely to the previous question. Leaders must demonstrate that they believe in the change they are proposing. They must offer concrete evidence that things are changing for the better. If we say we want to embrace adaptability, it is crucial not to punish teams if they miss their initial targets. Instead, leaders should set revised goals aligned with the new conditions.

Federico Casuscelli: Trust is key. Some changes take time before producing visible results. Therefore, it is important for leaders to build trust both vertically (hierarchically) and horizontally (across teams). Trust in the process gives transforming teams the necessary runway to deliver results.

Marcelo Vivanco: Closing the gap between saying and doing is a massive challenge, as it is in many aspects of life. I believe practical knowledge is what bridges that gap.

Diego Fontdevila: Let’s talk about know-how. It’s about identifying specific practices being adopted—how many retrospectives are held, whether Continuous Integration is implemented, or if a Change Approval Board still exists. In short, knowing what is being done differently and what remains the same.

Additionally, we must consider supporting departments and the people within them—their professional identity, career paths, and expectations. We need them integrated so we can drive a change that impacts not just the product team, but the entire organization.

Mariano Tugnarelli: For me, the difference shows when better software hits production. Let's not forget that agility was born out of technical practices.

It’s also important to have balanced leadership: people with the skills and focus to challenge status quo and drive continuous improvement within engineering practices, alongside leaders who stay focused on business outcomes. Creating communities that blend these perspectives fosters the right environment.

The webinar concluded with an Q&A session with the audience, fulfilling its goal of offering an integrated perspective on transformation experiences—from Executive Leadership down to development teams, through middle management.

Collaborating to gather diverse perspectives on our practical experience is invaluable. It helps us grow and consolidate our learnings while sharing them in service of our community.

To learn more about our Digital Evolution services, visit our website.

See you in upcoming editions! You can leave questions, comments, or suggestions in the text box below.

Thank you!

https://youtu.be/AkdKevEhWLs?si=qdF5ZT6-ieJwRu_v