1.You need agitators to create momentum around digital transformation - people who are reasonably unreasonable and are prepared to break the rules. However, you cannot afford for them simply to be renegades; they need to be able to sell to your people and get them on board with new ways of doing things.

2.Those agitators, in turn need leaders who will remove blockers and break rules on their behalf, while protecting them from the fallout.

3.Digital talent needs autonomy - don't try and manage how people get to a result but instead make clear the results you want them to achieve.

4.Great digital talent is powered by purpose. Big businesses often feel like they are not sexy enough to attract this kind of talent, but what greater purpose than being able to almost instantly access tens of millions of customers and use your talent to make a difference to their lives?

5.Leaders need to make symbolic acts of defiance to show that they have the courage to change things and that the change is already happening.

6.HR mirrors the rest of the organisation. They need to lead the way and pioneer the new ways of working that digital demands.

7.'The way we do it around here' is a phrase that comes with a death sentence. On everything from where people sit during a business performance review meeting, to the legal agreements you put in front of customers - it is critical that leaders create and actively foster an environment of real peer to peer debate.

8.Experience is important, but those that have it are invariably locked into the current way of doing things. You need to balance them with people who don’t know any better – they will introduce fresh thinking and do what makes most sense to get to the desired result.

9.To create a culture of thinking differently and to encourage people to innovate across the organisation the 70:20:10 rule needs to be in place, everywhere. 70% of people’s time should go on doing core activity well, 20% on delivering adjacent opportunities and 10% on experimenting with truly innovative ideas. This is as important for frontline customer service reps as it is senior leaders, people in the finance function as it is to someone in product development.

10.The digital revolution has marked the end of the rule of the all rounder. You need teams of people who have real spikes of strength. To drive productive transformation you need to find out what people are passionate about and give them more of that and less of what they are not.