Copyright Fast Company
Believing that digital transformation is about changing technology is like thinking firefighting is about riding in a fire truck. Firefighting is about putting out fires to save lives and property. Digital transformation is about changing how your organization functions and creates value using data, systems, skills, and processes. That might mean building dashboards that give executives real-time visibility across thousands of staff, training hundreds in new ways of working like Agile or DevOps, or automating back-office processes to free up time for higher-value work. The common thread is that technology becomes a catalyst for organisational change in strategy, people, and operations—not just new software bolted onto old habits. If you’re replacing systems without changing how people work or what value you create, you’re running an IT project, not a transformation. That’s not bad, but the distinction matters because it determines whether change is sustainable. With failure rates between 26% and 88%, the odds are that your digital transformation is already failing. You might not know it yet, but the warning signs are there. Based on my work with dozens of organizations and research into what drives success, six reasons appear most often. Subscribe to the Daily newsletter.Fast Company's trending stories delivered to you every day Privacy Policy | Fast Company Newsletters 1. Your Digital Vision Could Mean Anything Visions for digital transformations are overrated. You need a clear vision for digital change, but for teams doing the work, that isn’t enough. A specific definition of done bridges the gap between the vision you want and the actions they need to take. As a consultant, I saw many digital visions that boiled down to “cloud-first,” “mobile-first,” “data-driven,” and now, “AI-first.” But what does AI-first actually mean? It could mean building internal AI tools before anything else, buying platforms that use AI, or designing customer journeys where an AI bot is the first point of contact. The definition of done comes from software development, where developers ask how someone will know when a feature is complete. If you think of baking a cake, the vision tells you what you want the cake to look like; the definition of done tells you that when it’s golden brown and a toothpick comes out clean, it’s ready. 2. Your Documented Process Isn’t the Real One Most transformation plans are based on documented processes, even though those processes rarely match reality. Real work involves quick calls, side emails, copy-pasting, and workarounds, usually born from underinvestment in systems or skills. Over time, these informal processes become essential, creating manual rework that keeps the organisation running. People cling to them because they work and fear that transformation will only add more bureaucracy. Even when you know the real process, transformation itself never runs sequentially. It’s two steps forward, one to the side, two backward. Yet transformation programmes are still sold as linear, with milestones and timelines that look neat on PowerPoint. Those promises set unrealistic expectations and make failure more likely. 3. You’re Confusing Involvement with Engagement McKinsey research shows that 68% of successful transformations actively involve employees, yet only 35% seek feedback or new ideas. The difference lies in confusing participation with engagement, and compliance with commitment. Many transformation leaders prioritise participation because it’s easier to measure. You can track town hall attendance, survey completion, or training numbers. But engagement, real ownership and belief, is harder to quantify. Theatrics like “bringing people on the journey” are common, but what you actually need are employees with high buy-in who can advocate for change. They’re the ones who make transformation stick. 4. Your Leaders Think Cascading Messages Work Employees want to hear about major changes from two people: their direct manager and a senior leader. Unless managers can personally justify and role-model change, employees will stick with the status quo. Leaders often believe they can scale these conversations by having comms teams and line managers “cascade” messages through the organisation. But that assumes group dynamics stay the same as conversations scale. They don’t. You can have a genuine dialogue with five people, not 5,000. At scale, communication becomes about power and influence, not connection or understanding. advertisement 5. You’re Running Out of Political Capital The world’s largest leadership survey from DDI found we’re in a global leadership credibility crisis. Trust in immediate managers dropped from 46% to 29% in two years. For transformation leaders, that’s devastating. Our job is to create conditions for people to test and learn quickly, but that requires trust. In environments with competing priorities and scarce resources, politics fills the vacuum. Projects get defunded when sponsors lose confidence. Sponsors get replaced when they burn through credibility. Teams miss targets when they stop listening to leaders. Without credibility, there’s no trust. Without trust, there’s no confidence or political capital. And without political capital, you lose influence. You can’t change behavior if you don’t have the authority to persuade. 6. You Might Be Cost Cutting Your Way to Bankruptcy Most digital transformations include some cost cutting or downsizing, but the evidence on how that plays out is bleak. A study of 4,710 U.S. firms found that those that downsized were twice as likely to declare bankruptcy within five years as those that didn’t. I’ve seen it firsthand. Companies slash headcounts for quick savings, often starting with support teams labelled as “cost centres.” IT teams are replaced by smaller “agile squads” where titles change but workloads don’t. Nine to eighteen months later, they’re rehiring to fill the capability gaps they created. The most responsible companies cut differently. They remove toxic leadership, outdated systems, and redundant processes while protecting institutional memory. Transformations that build on existing strengths, rather than strip them away, are far more resilient than those driven by short-term savings. ‘Best practice’ transformation often becomes a one-size-fits-all comfort blanket. In reality, meaningful change requires leaders to be awkward, unpopular, and willing to call out uncomfortable truths. The six warning signs above are easy to spot but hard to confront. Doing so early and often may make you unpopular, but it also keeps your organisation out of the 70% of transformations that fail.
