When traditional change methods are not simply failing. They're pointing you and your organization towards the polar opposite of what AI-era digital transformation requires.
I’d also highlight how a shared language like EDGY helps overcome one of the hard limits of linear transformation methods: they assume everyone means the same thing when they talk about change. In reality, different functions use different vocabularies, which fragments alignment. A common visual language that connects identity, experience and operations can help diverse actors move forward together, not one after the other.
Shared vocabulary matters, and in fact it's downstream of harder questions that need to be addressed early in the process. Here we argue that linear methodologies fail on two fundamental fronts – even before we get into the meaning or language around what is being transformed in a connected economy. First, they assume the world holds still while one sequences through steps, when what's actually needed is continuous iteration and feedback. Second, they're silent on who has legitimate voice in shaping the transformation's direction, and which stakeholders to involve through what participative process. You can align language across functions and still have no governance arrangement for collective choice – and no mechanism for learning from what the system is telling you. The language of change is an important aspect, once it can rely on a sound foundation of governance for what is ultimately a commons to be managed.
I’d also highlight how a shared language like EDGY helps overcome one of the hard limits of linear transformation methods: they assume everyone means the same thing when they talk about change. In reality, different functions use different vocabularies, which fragments alignment. A common visual language that connects identity, experience and operations can help diverse actors move forward together, not one after the other.
https://www.duperrin.com/english/2025/10/08/edgy-align-identity-experience-operations/
Shared vocabulary matters, and in fact it's downstream of harder questions that need to be addressed early in the process. Here we argue that linear methodologies fail on two fundamental fronts – even before we get into the meaning or language around what is being transformed in a connected economy. First, they assume the world holds still while one sequences through steps, when what's actually needed is continuous iteration and feedback. Second, they're silent on who has legitimate voice in shaping the transformation's direction, and which stakeholders to involve through what participative process. You can align language across functions and still have no governance arrangement for collective choice – and no mechanism for learning from what the system is telling you. The language of change is an important aspect, once it can rely on a sound foundation of governance for what is ultimately a commons to be managed.