Most businesses today are thinking about digital disruption. Either they are trying to unleash it, or they are seeking ways to avoid being victims of it, rendered irrelevant. Some are involved in both activities.

Most of their employees are on board with all of this. Research that I have been involved in at Ohio State University and the University of California, San Diego, shows that in organizations seeking to disrupt or prevent being disrupted, 89% to 97% of the workforce backs the disrupt/prevent disruption program. 

Those are impressive figures. They suggest that just 3% to 11% of the employee population is not fully supportive of digital disruption initiatives. Call them the digital dissidents. But don’t let those low numbers mislead you. In today’s workplace, the dissidents can carry a disproportionate amount of power — and, ironically, it is to a large extent the digital revolution that has empowered them.

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