Organizational change doesn’t fail because people are unwilling. It fails because leaders often speak to the wrong people first. The Law of Diffusion of Innovation shows us that change doesn’t spread evenly—it spreads through specific groups of people, in a predictable pattern. To lead effective cultural transformation, we must first understand who to speak to, when, and why.
Originally proposed by Everett Rogers in 1962 and expanded by Jeffrey Moore in Crossing the Chasm, the Law of Diffusion breaks people into five categories:
- Innovators (2.5%)
- Early Adopters (13.5%)
- Early Majority (34%)
- Late Majority (34%)
- Laggards (16%)
The first 16%—Innovators and Early Adopters—are your culture changers. These are the employees who see what could be, not just what is. They are curious, optimistic, and often willing to try new processes, policies, or technologies. If you can inspire and equip this group, they will do the heavy lifting of influence. Moore points out that there’s a dangerous chasm between the Early Adopters and Early Majority. Trying to leap directly to the majority—before securing those early champions—results in stalled adoption, resistance, or burnout. Malcolm Gladwell echoes this in The Tipping Point, describing how a small, passionate group can spark widespread change when the social conditions are right.
Innovation in Action: Three Iconic Examples
1. The iPhone (2007–2020)
- 2007 – Innovators: Tech enthusiasts lined up overnight.
- 2009 – Early Adopters: Creative professionals embraced its potential.
- 2012 – Early Majority: Businesses adopted it at scale.
- 2015 – Late Majority: Mainstream adoption took hold.
- 2020 – Laggards: Flip phones disappeared, iPhones became universal.
2. The Microwave (1955–1990)
- 1950s – Innovators: Commercial kitchens experimented.
- 1970s – Early Adopters: Home cooks began using them for convenience.
- 1980s – Early Majority: Became a household essential.
- Late 1980s – Late Majority: Affordability drove full adoption.
- 1990 – Laggards: Resistors finally joined due to ubiquity.
3. Saying “OK” (1830s–1950s)
- 1830s – Innovators: Used jokingly in Boston newspapers.
- 1840s – Early Adopters: Spread via Van Buren’s “OK Club.”
- 1870s – Early Majority: Adopted in books and business writing.
- 1920s – Late Majority: Entered formal and casual speech.
- 1950s – Laggards: Accepted even in formal institutions.
What This Means for VP Culture
Whether you’re trying to implement a new values system, introduce weekly team meetings, or roll out behavioral science strategies, your success depends on who you start with. Your Innovators and Early Adopters already want better culture. They’re open. They’re vocal. And they’re watching for leaders who give them permission to believe something new is possible.
Too often, organizations spend energy on the Late Majority—those who are hesitant—or the Laggards, who won’t budge until change is no longer optional. But culture starts with the brave few. By focusing your leadership energy on the first 16%, you create a wave of momentum that pulls the rest of the organization forward.
Change doesn’t spread because of pressure. It spreads because of belief. Find the ones who believe early—and let them lead the way. That’s how culture grows.