Introduction
Summary of the book Build For Change by Alan Trefler. Before moving forward, let’s briefly explore the core idea of the book. Picture a world where customers hold unprecedented influence, where their praises or complaints can spread globally in seconds, and where old-fashioned business methods crumble under modern demands. In this landscape, standing still is never an option. Companies face a new era marked by tech-savvy, vocal generations who expect personalized experiences, swift solutions, and transparent connections. Traditional strategies that once worked no longer guarantee survival. Instead, the ability to innovate continuously, understand evolving needs, and work seamlessly across departments matters more than ever. Throughout these chapters, you’ll find stories of companies that struggled, adapted, and sometimes failed, offering valuable lessons in reshaping internal processes, using data wisely, and collaborating across disciplines. By embracing customer-focused thinking, flexible teamwork, and never-ending improvement, any business can rise to meet the challenges of this bold digital age. This journey reveals not only how to endure but how to build for change.
Chapter 1: Unraveling the Shockwaves of a Fierce New Generation of Demanding Customers Online .
Imagine a world where customers no longer quietly walk away from a product they dislike, but instead wield enormous collective power to bring entire companies down. This is the reality businesses face today as they encounter new generations of customers who live, speak, and act online. Traditional approaches, where companies simply marketed products and hoped for loyalty, are fading fast. Instead, these fiercely connected customers use social media as a giant megaphone, broadcasting their frustrations to endless digital crowds. With a single tweet, post, or viral video, today’s customers can unite in huge numbers, gather behind a hashtag, and launch intense pressure campaigns. For modern companies, this is deeply unsettling. It means no longer just losing a few disappointed buyers, but risking a sudden, devastating storm of online backlash. In this shifting landscape, customers are fully aware of their power, and any business that ignores or mistreats them does so at its own peril.
To understand the true impact of these new generations—especially the ultra-demanding Generation D—we must first recognize how different they are from past shoppers. Long gone are the days when people accepted a product as it was, shrugged off poor service, or forgave misleading advertising. Instead, Generation D expects ongoing improvement, honesty, and convenience. They want products that work smoothly, solve real problems, and continuously update to meet their changing needs. They also thrive on transparency; if a company slips up, fails to deliver on promises, or treats customers poorly, these new consumers will not quietly move on. Instead, they will sound alarms, rally armies of like-minded voices, and potentially crush a brand’s reputation in a matter of days. This reality forces businesses to raise their game, focusing not just on selling something once, but on building trust and adapting rapidly to shifting demands.
A telling example of how swiftly these dynamics can evolve is the downfall of once-mighty companies that refused to adapt. Take Nokia, a long-respected leader in mobile phones. When Apple’s iPhone arrived and dazzled customers with sleek design, fresh features, and a new way of interacting with technology, Nokia tried a different tactic. Instead of asking what customers wanted next, Nokia criticized Apple’s product, pointing out perceived flaws and trying to steer customers away. But Generation C (a precursor to Generation D) didn’t appreciate being told they were wrong. They loved the excitement and forward-thinking spirit Apple offered, and they swiftly turned their backs on Nokia. This signaled a new era where customers held the upper hand and would ignore companies that failed to adapt. That was just the beginning: Generation D pushes this even further, taking active steps to topple companies that disappoint them.
Now, we face Generation D, a wave of customers who not only walk away from products they dislike, but also actively seek out companies that let them down. They do more than complain—they coordinate, mobilize, and strike with the strength of a digital community. Armed with connectivity and knowledge, Generation D knows exactly how to harness online networks to expose weak products, questionable business practices, or false advertising. They can transform a small complaint into a worldwide movement, drastically altering a company’s fortunes almost overnight. This looming customerpocalypse is the moment when a business’s customer base disappears because it did not adapt quickly enough. To survive, companies must understand these new rules of engagement. They must open their ears to the voices of these powerful customers, anticipate their needs, and deliver genuine value without delay. The next chapters will show how businesses can rise to this massive challenge.
Chapter 2: Gazing Beyond Yesterday’s Data to Understand Changing Customer Desires Deeply .
In a digital age, data is everywhere. Companies gather mountains of information about what their customers bought, how often they visited a website, and which products attracted their attention. This big data seems like a treasure trove of insights, but relying on it blindly can lead businesses astray. Why? Because data often reflects what happened in the past rather than what customers want for tomorrow. A company might know which products sold best last year, but fail to predict the next big shift in tastes or technology. Focusing too much on yesterday’s numbers can block businesses from imagining the future or responding to emerging desires. Without understanding the reasons behind these past preferences, businesses risk stumbling forward, making decisions that no longer fit evolving customer expectations.
Consider Sony, once a giant in personal music players with revolutionary devices like the Walkman. For decades, they dominated because people loved having music they could carry anywhere. Then the world changed. Customers wanted instant access, flexible libraries, and digital downloads. Apple saw this and introduced the iPod and iTunes ecosystem, blending elegant design with innovative ways to enjoy music. Sony, meanwhile, remained stuck in old success stories, not thinking beyond bulky headphones and shiny discs. They had the past data—sales figures, customer demographics—but didn’t anticipate the new era of on-demand music. By clinging to what had worked before, Sony missed the opportunity to adapt. Apple’s approach took the market by storm, leaving Sony scrambling to catch up. This lesson shows that data alone is never enough; it must be paired with imagination and a willingness to embrace new possibilities.
The trick to using data effectively is to move beyond treating it like a static snapshot. Instead, think of data as a living story that can guide experimentation and continuous improvement. Vodafone, a major telecommunications company, provides a great example. Rather than assuming old data patterns will repeat themselves, Vodafone experiments with personalized daily offers. They study how customers respond, then adjust their approach dynamically. By blending data with trial and error, Vodafone stays flexible, quickly identifying what customers love and what they dislike. This adaptive mindset is the opposite of taking big data for granted. Instead, it treats data as a starting point for conversations, questions, and creative thinking. When a company uses data as a tool for forecasting and adjusting, it can keep pace with changing customer desires—something vital when dealing with picky and empowered generations like Generation D.
To truly harness data’s potential, businesses need to see it as part of a bigger strategy. Instead of leaning on old statistics as proof that everything is fine, modern companies must continually ask: What will customers need next week, next month, or next year? This means combining the ability to read numbers with the talent to read people’s evolving habits. It’s about remembering that data tells you what happened, but not always why it happened or what could happen next. Smart companies build teams that understand human behavior as well as spreadsheets. They invest in people who can ask smart questions and use data as a lens to glimpse the future. They realize that while data can illuminate trends, it’s their job to translate those trends into forward-thinking products, services, and experiences. Doing this sets the stage for successful relationships with even the most demanding generations.
Chapter 3: From Confusing Inside-Out Systems to Outside-In Pathways That Customers Naturally Love .
When customers complain about long wait times, clumsy websites, or complicated forms, it often traces back to how a company arranges its internal operations. Many businesses still rely on an inside-out approach. In this model, the company sets up its departments—marketing, customer service, product development—almost like separate islands. Each team has its own methods and rules, and customers must wade through these scattered structures. This results in slow, frustrating processes that don’t reflect how people want to interact today. Just adding a digital surface, like an online form, won’t solve these problems if the underlying system is still disconnected and clunky.
A stark example is BB&T, a financial services company that tried moving their account creation process online. At first glance, this seemed modern and convenient. Yet behind the digital curtain, nothing changed. Customers still had to trudge through lengthy forms, wait ages for approval, and encounter the same old hurdles as before. Unsurprisingly, satisfaction plummeted. Customers saw no real improvement in their experience. Instead of feeling empowered by the digital platform, they felt just as frustrated as if they were stuck in a bank branch line. This happens whenever companies think that simply copying an offline process onto the internet will please customers. Generation D, in particular, quickly spots such half-hearted efforts and grows impatient.
To fix this, companies need an outside-in approach. Rather than guessing what might please people, they should start by asking customers what they need, then design internal systems to deliver that smoothly. After their first failure, BB&T rethought their process. They rebuilt it so that the entire account setup system worked seamlessly, whether customers used a phone, a laptop, or visited in person. No more separate silos or unnecessary steps. Tasks that once took forever became faster, simpler, and more intuitive. This transformation paid off: customer satisfaction soared, fewer people abandoned their applications halfway, and internal costs dropped. BB&T found that by truly putting customers at the center, they could do more with fewer resources and still please their audience.
The key lesson is that modern customers don’t care about a company’s internal complexity. They want a smooth experience that respects their time. By breaking down internal barriers, modernizing processes, and ensuring every step is user-friendly, companies can earn the trust of even the most skeptical Generation D customers. The outside-in mindset means continuously refining systems so that customers move effortlessly through the process. When done right, this encourages loyalty and reduces the risk of online backlash. It’s not about adding flashy tech for its own sake; it’s about building structures that think and act like customers. The more aligned these systems are with real customer priorities, the more likely businesses are to thrive in a fiercely competitive and connected age.
Chapter 4: Escaping the Trap of Outdated IT Systems that Haunt Companies Like Digital Zombies .
Behind the scenes of many companies are complex IT systems that form the backbone of their operations. Unfortunately, in too many organizations, these systems are patched together from misunderstandings and miscommunications between business leaders and technical developers. The managers dream up intricate features and present them as long, detailed plans. But they often have only a vague grasp of how technology actually works. Developers, on the other hand, specialize in coding and engineering but might not understand the practical needs of customers or the subtle goals of the business. When these two worlds don’t talk openly and adaptively, the resulting IT systems end up clumsy and unresponsive.
Such poorly designed systems may become what some experts call zombie systems. Like the walking dead in a horror movie, these systems stagger along without fully functioning. They fulfill only part of what they’re meant to do, break frequently, or force employees to jump through hoops. Everyone knows the system is outdated and irritating, but nobody can fix it because there’s no proper dialogue between the people who run the business and those who build the technology. Eventually, frustrated workers give up and resort to manual workarounds, juggling spreadsheets and multiple screens to patch holes. But this fix is only temporary and still wastes time, energy, and money.
These struggles arise because old-school approaches treat IT as a distant fortress guarded by a handful of tech wizards. Business managers drop requests over the wall and hope something workable emerges on the other side. But what if both sides joined forces from the start? Imagine if business experts, who deeply understand what customers want, collaborated closely with developers, who know how to make systems run smoothly. This kind of teamwork would allow both groups to shape technology that not only works but anticipates evolving demands, just like a well-trained athlete ready for any game-day challenge.
To break free from the cycle of zombie systems, companies must encourage open dialogue and shared responsibility. This means building bridges between departments, asking questions, and encouraging experimentation. When tech teams understand that their work directly affects customer satisfaction, they can fine-tune code with the bigger picture in mind. Meanwhile, business leaders who learn a bit about technical possibilities can set more realistic and inspiring goals. With everyone pulling in the same direction, IT systems become living, adaptable tools rather than limp, decaying structures. In the next chapters, we’ll see how transforming teamwork between business and technology professionals leads to more graceful solutions that truly meet customer expectations.
Chapter 5: Fusing Business Minds and IT Gurus into Strong Innovation Teams that Delight Customers .
The secret to designing robust systems and captivating customers is collaboration. When business leaders and IT professionals work together from the start, it’s like blending two very different but compatible ingredients to create a richer flavor. Just as plant breeders cross two plant species to achieve hardier crops, companies can encourage hybrid vigor by combining the talents of savvy business thinkers with the expertise of skilled developers. This teamwork ensures that everyone aims for the same goal: building processes and products that genuinely serve customers.
Innovation centers, which some forward-thinking companies establish, bring together people from all corners of the organization. Marketing teams talk face-to-face with coders. Service representatives share daily customer feedback with designers. Human Resources might coordinate training to help everyone understand the latest digital tools. Instead of working in isolation, these cross-functional teams brainstorm fresh ideas, test prototypes, and refine solutions before releasing them to the world. By having both technical and non-technical minds at the table, companies ensure that digital solutions match customer needs. This reduces guesswork and wasted effort, leading to quicker, more meaningful results.
Telstra, a major Australian telecommunications firm, shows how powerful this approach can be. They created specialized roles and adjusted their executive teams to focus on customer experience. By having a Chief Process Officer or similar positions, Telstra guaranteed that someone was always monitoring customer feedback and ensuring operations ran smoothly. The result? Dramatically better processes and faster delivery times. Orders that once took ages to fulfill now arrive with fewer delays. Customers noticed the improvement, and satisfaction soared. This happened because Telstra made sure that everyone—from the technicians to the strategists—understood what customers needed and worked together to make it happen.
This kind of teamwork might feel unusual at first, especially for businesses used to rigid department boundaries. But, as companies face generations of customers who expect nothing less than seamless, ever-improving products, such change is crucial. By forming united teams of IT experts, business strategists, and customer-facing staff, companies build more flexible, creative, and sustainable ways of working. They become like well-orchestrated bands, where each musician plays a different instrument, yet together they produce harmonious music. As the world grows more complex and customers more outspoken, this collaborative model ensures companies can adapt quickly and keep their audiences not just satisfied, but truly impressed.
Chapter 6: Embracing Continuous Innovation and Adaptive Leadership to Stay Ahead in a Rapidly Evolving Marketplace .
Even after building powerful cross-functional teams and improving processes, companies must understand that the digital landscape never stands still. Today’s customers, especially Generation D, grow bored with old features and lose patience with outdated solutions. Technologies that seemed cutting-edge a year ago can feel ancient tomorrow. To survive, businesses must embrace continuous innovation—a cycle of listening, learning, refining, and launching. This means never resting on past victories. Instead, companies must keep testing new ideas, upgrading their systems, and looking for emerging trends before they become mainstream. It’s an ongoing dance where agility matters more than size.
At the heart of continuous innovation is adaptive leadership. Traditional business structures placed a few people at the top, making slow decisions filtered through layers of bureaucracy. But to evolve at the speed customers demand, leaders must empower teams to act quickly. A Chief Process Officer (CPO) can be instrumental here, focusing on ensuring smooth operations and aligning every department around customer delight. Other leadership roles might emphasize digital strategy, data interpretation, or user experience design. By clarifying these roles, companies prevent the chaos that arises when nobody knows who should make changes or when to act.
Fostering a culture that welcomes change is also vital. Employees need to know that their ideas and feedback matter, whether they’re developers, customer service representatives, or marketing specialists. By encouraging staff to propose improvements and experiment with new technologies, businesses stay flexible. When a fresh challenge arises—like a new social media platform changing how customers interact—these prepared teams can quickly adjust. A healthy innovation culture means failure is not the end but a chance to learn. When something doesn’t work as planned, teams regroup, analyze what went wrong, and try another approach. This resilience is what keeps a company alive in fast-changing times.
As companies confidently embrace continuous innovation, they become more than just product makers. They transform into dynamic communities that adapt like living organisms. In this environment, Generation D customers are more likely to celebrate a brand than tear it down. After all, customers appreciate businesses that grow alongside them, respond to their evolving desires, and take digital leaps without losing their human touch. By nurturing adaptive leadership, experimenting fearlessly, and turning change into an everyday habit, businesses can keep winning over new generations. This is the final piece of the puzzle: a mindset that refuses to become stale and works tirelessly to stay in tune with the world.
All about the Book
Discover revolutionary strategies in ‘Build For Change’ by Alan Trefler, which empowers businesses to adapt, innovate, and thrive in a rapidly changing digital landscape. Transform your organization with actionable insights and practical frameworks for sustainable growth.
Alan Trefler is a visionary entrepreneur and founder of Pegasystems, recognized for his expertise in business process technology and digital transformation, inspiring leaders worldwide to embrace change and innovation.
Business Analysts, Product Managers, Digital Transformation Consultants, Entrepreneurs, IT Strategists
Leadership Development, Technology Trends, Process Improvement, Business Strategy, Innovation Workshops
Digital Transformation, Innovation Stagnation, Customer Experience Enhancement, Organizational Change Resistance
Change is not just necessary; it’s the foundation upon which sustainable business success is built.
Richard Branson, Sundar Pichai, Sheryl Sandberg
Best Business Book of the Year, Innovation Award from Business Week, Top Leadership Book by Harvard Business Review
1. How can organizations adapt to rapid market changes? #2. What tools enable effective business transformation strategies? #3. Why is a customer-centric approach crucial for success? #4. How can technology drive innovation and efficiency? #5. What role does data play in decision-making processes? #6. How do agile methodologies impact project management outcomes? #7. What are the key principles of change management? #8. How can companies foster a culture of continuous improvement? #9. What techniques enhance collaboration across teams? #10. How can leaders inspire their teams during change? #11. Why is embracing uncertainty beneficial in business? #12. What are the steps to effectively implement change? #13. How can feedback improve product development cycles? #14. What skills are essential for navigating digital transformation? #15. How does a shared vision align organizational efforts? #16. What are the potential pitfalls during organizational change? #17. How can companies balance risk and innovation effectively? #18. What strategies encourage employee engagement during transitions? #19. How can businesses measure the success of change initiatives? #20. What insights help anticipate future business trends?
Build For Change, Alan Trefler, business transformation, digital transformation, innovation strategies, change management, organizational change, leadership in change, future of business, technology and business, transformative leadership, Agile business practices
https://www.amazon.com/Build-Change-Alan-Trefler/dp/1119610654
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