The demand for utilization of digital technologies such as BIM and VDC have increased the last decade. There exist many different strategies for organisations to implement various technologies, where some technologies require organisational change in order to be properly utilized. When multiple change agents collaboratively strive to develop organisational change, they can be referred to as pockets-of-change. In order for these groups to become efficient within an organisation, specific aspects connected to change have been identified by previous researchers as vital for them and the organisation to obtain, namely; vision, ambition and personal risk, positioning, subversion and political awareness. As a call for action of the observation that pockets-of-change sometimes exist as isolated units, lacking influence on the organisations, the aim of this study is to get further understanding of how pockets-of-change could enhance their ability to develop digital technologies within construction. In order to explore this, two organisations with different organisational business structures are examined as case studies. Through thematic analysis of eight semi-structured interviews with actors involved in pockets-of-change or actors in decisions concerning these, inhibitors and enablers of key aspects connected to change were explored. Through these, eight inhibitors and nine enablers were identified connected to the development of digital technologies driven by pockets-of-change. Depending on what organisational business structure an organisation has, the inhibitors and enablers together with the importance of the key aspects of change may vary, but a conclusion is that lack of any of these aspects could be a barrier in achieving digital development through pockets-of-change.