What it means
The idea was popularised by educator Marc Prensky in the early 2000s. He compared people who adopted technology later in life with immigrants to a new country, who learn the language and customs but often keep traces of their old accent.
In the workplace, that might mean printing emails to read them or phoning to confirm a message that was already sent. The label is a generalisation, and many so-called immigrants are expert users of technology.
Plenty of people who learned computing later in life work as software developers, data scientists or online entrepreneurs. The term is most useful for describing broad differences in habits and comfort, not abilities.
For businesses, the concept matters in training, communication and product design. Teams often include people of different ages and backgrounds, and a tool that is simple for one person may feel confusing to another.
Good training programmes allow for different starting points and give extra support where it is needed. In finance, digital immigrants often hold senior roles and make decisions about technology spending and online services.
They may be cautious about new tools such as automated reporting or digital payment platforms until they see clear benefits and strong security. Customer groups also vary, and many banks keep branches and phone services alongside apps to serve people who prefer them.
Companies that segment customers by technology comfort can design better services. A clear interface, plain language and easy access to human help are valuable for everyone, but especially for those who learned technology later in life.
It is worth remembering that comfort with technology is not fixed. With practice and good support, almost anyone can become confident, so training budgets are usually a worthwhile investment.
Mixed-age teams can also learn from each other, as experienced staff bring judgement and context while newer colleagues bring speed with tools.
In practice
Real-world examples.
Example
A bank notices that customers over 60 are more likely to call than use the app. It keeps its phone line open and creates a short video guide so they can try online banking at their own pace. Over a year, app use among this group rises steadily, while call volumes fall without the bank forcing anyone to switch.
Example
A finance director introduces cloud accounting software and finds that some long-serving staff are uncomfortable with it. She arranges small group training and appoints a buddy for each person for the first month. By the end of the quarter the month-end close is two days faster, and the long-serving staff are among the strongest supporters of the change.
Example
An insurance company redesigns its claims website after testing it with a mixed group. The test shows that clear labels and a visible help button make the process faster for everyone.
Case study
Seen in the real world.
Calder and Finch is a fictional accounting practice used here as an illustrative example. Its partners are mostly in their fifties and sixties and have run the firm for decades using paper files and in-person meetings.
When the firm adopts an online document system, the partners resist at first. The managing partner arranges one-to-one coaching and a pilot with three friendly clients. After three months the firm saves about 10 hours a week of filing time, and the partners say that the system is easier than they feared.
The firm adds a training budget of $8,000 a year so that new tools are introduced gradually. The illustrative story shows that confidence grows when people get support and see practical benefits. A year later, the partners themselves present the system to a client seminar, and two of them ask for further training on reporting tools.
Watch out
Common mistakes.
- Assuming digital immigrants are unable to use technology. Many are skilled users who learned later in life.
- Designing services only for the young. Customers of every age use digital tools, and clear design helps everyone, so testing with a mixed group of users is worthwhile.
- Treating the label as fixed. People change their habits as they gain experience, and someone who avoided online banking last year may be a regular user today.
Questions
People also ask.
Who coined the term?
Educator Marc Prensky introduced the digital native and digital immigrant idea in the early 2000s. It has since been widely used and debated, and many researchers now argue that it oversimplifies how people actually learn and use technology.
Is it an age category?
It is loosely linked to age, but individual skills vary widely. Experience and interest matter more than birth year, so managers should assess each person's skills rather than assume them from a date of birth.
Why does it matter to finance teams?
It affects how tools are rolled out, how customers are served and how teams are trained. Understanding the range of comfort levels helps avoid costly resistance to change, and it helps teams budget realistically for training and support.
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