5 steps to make your digital transformation project a success

7 out of 10 transformation projects fail. Why is this the case? And what can help to make a change project a sustainable success? Here you will learn about a model for digital transformation you can apply directly to your next project.

Konrad Weber

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Portrait of the author Konrad Weber in front of a glass wall with sticky notes on it.

2 years of digital transformation achieved within 2 months: that was the conclusion drawn by Microsoft CEO Satya Nadella last summer.

A cartoon by Tom Fishbourne showing a wrecking ball with Covid-19 written on it about to smash into an office. Inside, people are discussing about the digital transformation which still is years away. A man is adressing to the team: «I don’t see our company having to change anytime soon.»
Covid-19: biggest accelerator of digital transformation.

Meanwhile, there are hardly any industries that are not affected by digital disruption: Whether it’s production, sales, customer service or teamwork. All areas of our work environment are subject to digital changes.

Even before the Corona pandemic, companies began to invest in building digital infrastructures, processes and products.

But at the latest with last year’s digitalisation surge, many have realised that digital transformation is not just a trendy topic, but has become an absolute necessity for the economic survival of entire industries.

Why 7 out of 10 transformation processes fail

Nevertheless, according to a study by the Everest Group, 73% of companies are unable to derive any business benefit from their digital transformation efforts. On the contrary: the well-intentioned transformation processes often lead to additional loss of money, time and employee motivation.

Why is this the case?

  • Far too often, fundamental things are missing: starting with the overarching vision of where the journey should go. Or goals derived thereof and a strategy for the implementation of transformation measures.
  • Managers do not stand up for the change: If the transformation process only happens top-down and without the involvement of middle management and employees, this inevitably leads to resistance. As a reaction to the new, the previously known and secure is automatically defended.

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