The digital transformation is in full swing. Digitalization is not only changing technology and processes, but also the way we work together, i.e., the organization, leadership, and culture in companies. The companies that recognize these connections and continuously develop them are successful in the changes. But the reality is also: Many of these transformation projects fail, do not have the expected successes or are still waiting, because the associated changes and resistances are seen as too high hurdles. By Klaus Peren.
In a transformation project, you will involve your managers and other key players at an early stage. Managers are usually familiar with change projects and know from other companies that digital transformation entails major changes for them. These changes are greatest for executives. Starting with the need to learn new technologies, tools, to work with other processes and responsibilities and often also to adapt to a new leadership model.
The article then explains following:
- What types of resistance are there?
- How do you recognize opportunist resistance?
- How you should deal with resistance
As you discuss your transformation initiative with your leaders, you may encounter the following negative reactions (in addition to positive and supportive ones), which author divided into three clusters - Appeasing or evading, Necessity is questioned, Threat scenarios are constructed. These feedbacks may be correct in parts. In addition, they are a mirror of the emotional state of your managers. And especially at the beginning of a change process, the resistance expressed in this way is not only conscious, but also happens unconsciously. Good read!
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