The digital transformation has not only impacts on the organisation’s structures and commercial value proposition but affects all levels and individual members of the entire organization.
Consequently, managing people and changing the organisation’s culture has become a major make or break point. Today, digital leaders must manage this cultural change carefully to unlock and exploit the potential of digital to the fullest.
The introduction and implementation of new systems, processes and technologies has and always will evoke different forms of direct and indirect resistance. Change often is associated with a subjective fear of failure and an objective fear of a re-organisation of the workforce, for instance.
While most IT-leaders see the technical implementation – despite its very own challenges – as “somewhat manageable”, it is the social implementation that proves to be more time consuming. Fighting the emotional resistance – and winning not only the battle but the war – is an ongoing challenge pertinent to any IT implementation and requires a customized approach to get the individual buy-in.