The secret to digital transformation? It’s culture, not code
How to engage and motivate people through change.
In today's businesses, digital change is inevitable. Evolving market demands on strategy, structure and the need for digital transformation all necessitate adjustments within organisations (think how AI is already shifting the perspective on roles that might be needed). However, navigating significant change can be tricky, often leading to employee resistance and a disengaged workforce. Many of us have been through it, and even if it resulted in a better role for you, the feeling left in the organisation isn’t always positive. So, how can leaders motivate their teams and foster a positive change culture when research suggests that 70% of transformations fail (McKinsey & Co)?
Key takeaways in this post:
People resist change when they lack trust, awareness, or involvement.
Digital transformation succeeds when it prioritises communication, team involvement, and cultural shifts.
Building a clear change strategy ensures long-term impact beyond technology.
“Only 20% of people are change friendly”
The problem - people don’t like change
It’s common knowledge that people are naturally resistant to change, with one study claiming only 20% of people are ‘change friendly’.
The problem? Businesses often take a top-down and closed door approach to change, announcing it across all teams only once the decisions have been made. I understand why; senior leaders are in a difficult position, and often make this decision to try and minimise the amount of time staff are in ‘limbo’ feeling unsure of their future, or scared of the unknown, with the gossip it will cause.
These are valid concerns. The Prosci change process outlines that employees resist change when it could affect their job role and it leads to fear of the unknown.
However there are other critical issues why people resist change in the workplace:
Lack of awareness about the reason for change
Lack of support from or trust in leaders
Exclusion from change-related decisions
(Source: Prosci.com - Prosci is a great methodology for change by the way.)
And you know what - staff are going to gossip anyway (It’s human to need to confide and share concerns!) so the first step is to realise that, and consider it as one area to mitigate, out of all of your change needs but not let that lead your decision-making.
Digital Change in action - what works and what doesn’t?
Across my career, I have worked in businesses being the subject of change, while other times I have lead the strategy for change across a business. Let’s look at some common change examples that I’ve directly experienced.
Change in Action: Examples of Success and Failure I’ve experienced
❌ Merger Mayhem
A global merger of two companies created new team structures but lacked a plan for how to build new ways of working. The result? Two years of inefficiency as staff clung to old processes. Better pre- and post-change workshops could have fostered alignment and smoother transitions.
❌ Tech for the Sake of Tech vs. Tech for People
A large consultancy house helped one company I worked with to implement a new CRM and marketing automation tools, but skipped staff training and process improvements. The outcome? Disengaged teams and wasted potential based on out-of-the-box technology dictating process that was not fit-for-purpose. Technology must serve people, not the other way around.
✅ Digital Transformation
A company clearly communicated its transformation plan months ahead, building trust and buy-in even amid structural changes. Transparency kept staff motivated and committed to the vision.
✅ A Digital Roadmap
I led a 3-year plan that began with staff involvement at every level—meetings, feedback loops, and CEO alignment—before tackling the technology. This built momentum and ensured success.
“Change is a journey, and few journeys go according to plan”
The solution - It’s not once and done.
Change is a journey, and while few journeys go according to plan, it’s important to recognise that change is not one moment in time. Change is what you do leading up to things like structure, redundancy or marketing technology overhaul, and what you do afterward to support and embed the changes in the organisation.
While the goal for change is likely revenue growth, profitability, or a shift in the products and services of the business, there should be another internal goal: to foster a new, positive and committed culture of employees.
The key lies in a multi-pronged approach that prioritises transparency, communication, and employee involvement. Here's a practical guide to help leaders build engagement during difficult change:
Critical areas to plan in your quest for change:
Define the who and when: Define a clear governance structure outlining key staff, at all verticals of the organisation to be responsible for driving the change. Develop well-defined milestones to track progress and maintain focus throughout the journey (I can’t recommend the Prosci methodology enough).
Communicate then communicate again: The power of clear and consistent communication shouldn’t be underestimated. Your goal is to engage and motivate your teams, and this is a key factor. Develop a comprehensive internal communications plan that goes beyond a single town hall meeting to ensure everyone understands the "why" behind the change. Be transparent about the reasons, whether it's cost-saving measures or strategic growth objectives. Honesty builds trust and reduces speculation.
Involve your teams: Consultation with teams demonstrates respect and fosters a sense of ownership. While consulting with everyone might not be feasible, I challenge you that it can be - empower team leaders and managers to involve their teams in the process. Techniques like "stop/start/continue" meetings and anonymous surveys can help gather valuable feedback and identify areas for improvement. Actively listen to their concerns and consider them when shaping the change process, then do involve them again after the change to gather feedback over the next 1-2 years.
Create a process for ongoing change: Align your business goals with the new strategic direction, but recognise teams will struggle as their existing BAU continues. Set both a change, and BAU goals which can be proven to acknowledge people’s BAU, but carve out focus and time for the change. (See FranklinCovey’s 4DX process which articulates how to manage change ongoing well) This allows teams to understand how their daily tasks contribute to the bigger picture, keeping them motivated throughout the transformation.
Be human: Remember that any change is tough, even if you don’t think so, likely someone in the organisation will be struggling. Even if you are handling large restructures or redundancies, remember to be compassionate, to listen and talk beyond the legalities and directive.
In Summary - when change is the norm, it becomes innovation
As businesses evolve, digital change is inevitable: so we need to realise that change and innovation are at the core of any business goals. By considering this, leaders can transform difficult change into an opportunity for growth and development that all teams can own.
Open communication, employee involvement, and a focus on building trust can foster a positive and engaged workforce, ultimately leading to a smoother transition and a more successful future for the organisation.
Need help driving change in your organisation? Wonder Works Digital specialises in creating strategies that put people at the heart of transformation. Get in touch.
