Digital Transformation - Lead as a "change-therapist"

An estimated 70% of digital transformation efforts fail to achieve their desired outcomes. While issues like lack of leadership commitments, poor planning, lack of resources, and resistance to new processes are often cited as culprits, I believe a key reason for high failure rates is that leaders overlook the human emotional journey that is inextricably tied to technological upheaval. To increase our odds of success, leaders must approach digital transformations as "change therapists."

"Digital transformation is as much an emotional journey as a technical one."

Transformations create uncertainty, fear, resistance, and a profound sense of loss as employees grapple with relinquishing long-held processes, skills, and identities. These are deeply personal, emotional experiences that rational change management techniques frequently fail to address. It's akin to implementing a health regimen without considering the mental and emotional patterns that drive behaviors.

On the surface, organizational change can seem straightforward - implement new technologies, update processes and roles, train people on new systems, and move forward. But the psychological transition is far more complex and messier. People experience fear, uncertainty, anger, and feelings of loss when their familiar ways of operating get disrupted. There is an inner journey they must go through to build resilience and truly adopt new digital mindsets and behaviors.

As a leader, we can't ignore this emotional landscape and simply deem those who struggle with change as "resistant" in a pejorative sense. We must act as a compassionate guide to help individuals and teams navigate the ups and downs in a healthy, productive way.

Here are some practices I've found helpful as a "change therapist."

Create safe spaces for open discussion about the fears, frustrations, and emotional turmoil change can bring. Model vulnerability by sharing your own struggles.

Individually coach team members who may be experiencing particularly high anxiety or resistance. Don't just dole out advice, but compassionately listen to understand where they're coming from. Help them reframe apparent "threats" as opportunities.

Gather teams to surface concerns, validate emotions, celebrate milestones, and maintain transparent communication. You would be surprised how much celebrating the “retirement” of the current system application, or process can make a difference in the adoption of the new.

Of course, this "soft skills" approach must be balanced with rigorous program management, governance, technical competency, and leadership alignment for digital transformation to truly take root. However, without a dedicated focus on the emotions of transition, even the most well-planned initiatives will eventually falter.

Transformation leaders, OD/change management teams, coaches, etc. could play this "change therapist" role. The key is blending rational implementation with emotional support and resilience-building.

At the end of the day, you can have the most transformative technologies, optimized processes, and talented teams - but if you lack emotional adherence and buy-in, you'll fall short on outcomes. The most successful digital transformations are those that treat the human journey as critical as the technical one. 

For more tips and practical strategies check out my book DIGITAL ODYSSEY Voyage of Transformation: Navigating Waters of Human Spirits and Leadership