Digital transformation can help organizations achieve big gains, including supercharged production, streamlined operations and the conversion of customers into fans. The digital workplace can also empower employees by giving them access to the right information — quickly, efficiently and effectively. The future is bright, and employees are eager to be part of it. But how can chief information officers (CIOs) best guide their organization’s digital transformation?

In the white paper, The digital CIO: Transforming the business, we detail the key steps business leaders should take in leading digital transformation:

1. Embrace change quickly.

Instant gratification is the new normal, and the spoils will go to those who are quick.

Business leaders should acknowledge that the workforce has changed dramatically, now including not only digital natives, but also software such as artificial intelligence-driven virtual agents and chatbots. What’s more, workforce models are shifting. Rather than outsourcing work to low-wage regions, many organizations are bringing work back home to favor long-term expertise over short-term cost savings.

Embrace these changes. Seize the opportunities they present. Deliver IT in ways that suit users, empowering them for new ways of working, engagement and collaboration. Done right, workplace technology should be a pleasure to use, triggering engagement via “workplace dopamine.”

2. Find a new way.

As users demand change, they want the ability to choose among devices and applications. Harness the enthusiasm of workers for the latest, greatest technology. But while accommodating demanding users is vital, controls and governance are key.

CIOs can shepherd their organizations through the changes both within and outside of IT, using a systematic organizational transformation process that spans people, processes and technology. This transformation must avoid duplicating the large monolithic projects of old. Instead, it should demonstrate value to all types of users and business units as it’s being done, despite inevitable IT-budget constraints.

3. Analyze out loud.

Bringing employees into the IT fold is a powerful way to accelerate innovation and adoption.

As early-adopting employees gain new and important roles, they can help create an “innovation engine” by serving as beta testers for the IT organization. Smart CIOs will listen to these users and be willing to “analyze out loud,” discussing and debating new approaches.

New productivity measures are needed, too. In today’s workplace, productivity means different things to different roles and mind-sets. The traditional notion of “one worker, one job” is becoming obsolete. In its place are new types of occupations and a fast-rising “gig economy” that requires task-juggling, collaboration with different stakeholders and the use of performance metrics.

CIOs have already begun to shed many of the notions of the last century. Now they can continue this evolution by adopting a highly personalized computing paradigm, one that’s focused on activities and maximizes productivity. They can create a fan base among employees willing to help IT innovate across the whole business.

Of course, it’s important for IT to focus on the user experience, personalization, frictionless processes and bulletproof security. But perhaps the most important thing CIOs can do is to create fans within the workforce, listen to them and then implement.