Digital terminology can be so ambiguous that directors probably feel that the earth beneath their feet sits on a river of sand and water.

The ambiguity is not intentional but compounds as a combination of naivety pre-program and delivery pressures on-program grow. Many transformation programs repeatedly try and re-calibrate their purpose through attempts to redefine what these terms mean to their organisation. The tricky thing is that while these terms are common, often must be used, and present common challenges to many organisations, the ambiguity problem still exists.

This article will discuss two (of many) terms that may create ambiguity for you as a director, and how you can counter that:

1. “Digital Transformation” – the broad term that captures just about everything…

Everybody on board – the “Digital Transformation” train is leaving the station!

Ambiguity here stems from broadness; this term can mean so many things depending on the organisation you are working for. For some, it refers to the integration of digital technology into all areas of a business, fundamentally changing how the business operates and delivers value to customers. For others, it might simply mean the adoption of a few new technologies or digital tools.

The challenge created here is that as your transformation progresses, delivery pressure will surface the misaligned expectations including those that have been previously unsaid – suddenly your transformation will begin to take on a new life and purpose that is likely different (and less) than your original intent.

It is the role of a director to ensure that you fully understand the range of digital transformation possibilities.

It is important to define your transformation clearly. Communication should not only include a description of the scope of your transformation, but it should also clearly say what it isn’t. Any changes to this as you progress on your transformation journey should be a moment where the organisation pauses to reflect on why there has been change, understand what it means and agree to move forward.

From defining your transformation, we now move on to delivery.

2. “Agile” – if we say it enough, does that mean we are doing it?

Agile is used in software development teams that describes the division of tasks into logically small phases to build momentum and ownership, and despite being transferrable to other types of work, typically becomes a word people use to pretend they are working flexibly and collaboratively.

The word ‘agile’ can be inadvertently weaponized against directors. With a fear of appearing inflexible or disempowering, directors can struggle to know what levers to pull to understand true progress on a transformation. Ask a question – actually, don’t ask now because we are working agile and you don’t need to know now…

Agile has many benefits and if a team cannot answer your questions because of the agile label, it usually means they don’t know, and red flag number one has been presented to you.

Every director involved in governing transformation activities can educate yourself to a level that will show you how to form and work with agile teams.

There are a range of executive level agile courses, usually less than a day in length, that will give you a foundation into the methodology. Many directors before you will have gone through a difficult agile journey – talk to them and learn the mindset and questions that eventually worked for them. Never commence a transformation program for your organisation without certainty that the wider organisation understands and is ready for agile (if you plan to use it).

And finally, never use the term ‘agile’ if you are not actually following the agile methodology – the term means so many things to different people and any use will only muddy the waters.