Summary

Digital transformation can streamline operations and boost productivity, but if not managed carefully, it can alienate the very teams meant to benefit. This article examines how leaders can effectively champion automation initiatives that enhance workflows without compromising trust, morale, or team engagement. Learn best practices for inclusive change, communication, and adoption—plus key pitfalls to avoid.

Introduction

Promises & Perils

Digital Transformation involves organizational initiatives focused on improving operations and outcomes through the effective use of technology.  The most important thing to think about when it comes to Digital Transformation is that it is a journey, not a destination.  I have been on these initiatives, both large and small.  The smaller ones, in terms of scope, are usually the most successful, while the larger ones are often more challenged due to their size and complexity. The more zeros there are in the price tag, the less likely it will be completed on time, on budget, or deliver on its expectations.

Why do people resist automation?

The primary reason that I have seen people resistant to automation efforts is that they feel that they will be put out of a job because the technology will replace them.  Another reason is that they may not be adept at learning new things and are perfectly happy with the way things are.  I have heard that “All improvement is change, but not all change is improvement.”  Some people naturally fear change, and sometimes that fear is credible.  Some organizations have a horrible track record when it comes to implementing new technology.  They implement top-down' technology improvement projects' that result in significant productivity decreases and increased stress for team members.  They disempower the people who own getting the work done and then wonder why the initiative is unsuccessful.

There is a better way to enable digital transformation without creating division.

A Great Path Forward

Understand the Human Side of Automation

Until the robots replace us all, the real reason behind these digital transformation initiatives is to enhance how people collaborate to deliver value. When we embark on these initiatives, we must ensure that we understand how to help people deliver value faster, with higher efficiency, and at a lower cost. The most effective way to achieve this is to streamline and automate the process, minimizing human intervention whenever possible.  Be candid and upfront with the individuals who are affected.  Some team members may be intimidated and resist the change.  Others will be genuinely interested in learning new things and will easily adapt to the new processes and ways of working.  Authentic and caring leaders will empathize with their team members while helping them grow for the future.

Build the Right Narrative

Change management is a thing.  People study it.  Why? Because it is a complex yet vitally important part of any improvement initiative.  Ignore it, and your transformation initiative will be significantly harder.  You have to start by regularly communicating the “Why” behind the change.  There is a goal, and people deserve to know what it is.  Take the time to tie the goal of the initiative to the company’s strategic objective. Use storytelling to frame automation as an enabler, not a threat. If you would like to learn more about change management, I highly recommend John Kotter's book, “Leading Change.”  You can get a quick overview of his 8 change management steps on his site.  

Include the Team in the Process

You may have heard the phrase “If you want to go fast, go alone.  If you want to go far, go together.”  While there are many variations of that phrase, and it has been attributed to several different people, the real message rings true.  You will be more successful if you work with others to build a coalition that accomplishes the goal.  One of the most important things you can do to ensure that your transformation sticks is to make sure your team is engaged and takes ownership of the outcome.  For that to happen, you must include them in the process.  This is a non-negotiable if you want the change to last.  Involve frontline workers in the selection and design of the tool. Use cross-functional pilots to evaluate alternatives.  If you are in a company with multiple teams, empower champions within departments to lead peer adoption and drive change.

Set Realistic Expectations

As an authentic leader, you try to set realistic expectations.  You need to let people know what will be different for them when this phase of the automation effort is done.  Ensure that you do not overcommit what the tool will do to improve the team's productivity challenges. In most cases, a lack of automation tools is just part of the problem.  Focus on taking measured steps forward toward the end improvement goal and celebrate the team wins.

Invest in Training and Support

Don’t leave training to chance.  Ensure that your training plan includes hands-on training and allocates time for team members to learn the new processes and tools. Remember that change is not easy for everyone, and some people may be self-conscious about answering questions.  Creating safe spaces for questions and feedback will help ensure that everyone feels comfortable and empowered to ask questions and offer suggestions.  Turning the system on and configuring it is just the beginning of the journey.  For automation to be successful and deliver lasting change, it is essential to ensure ongoing support and continuous improvement.

Measure and Celebrate Adoption

You can't improve what you can’t measure.  Before you begin, consider the success metrics you want to track and drive—perhaps it's a reduction in call volume or a reduction in issue resolution cycle time.  Your success metrics should include both user experience metrics and productivity measures.  Whatever the improvement is, track it and celebrate how adopting the solution as promoted has led to an improvement in the target measure.  Also, make sure to recognize those who have contributed to the effort.  If the data you have indicates that improvements have not materialized, use the information to adjust the approach, rather than punishing people.

Pitfalls to Avoid

Top-Down Mandates - As leaders, it's pretty easy to fall into the mindset of “Do it because I said so.”  We want people just to do what we say.  To make matters worse, some team members are content with simply being told what to do.  This is not what real leaders want, nor is it what actual team members want.  Proactive leaders understand that top-down mandates simply don’t work.

Ignoring organizational culture and readiness - “Culture eats strategy for breakfast.” - Peter Drucker.  What I have seen truly drive results, both good and bad, in an organization is the culture.  While we want our team to execute the improvement strategy we have laid out, it is the culture of the organization that will determine the eventual outcome.  If you are in a toxic workplace with disgruntled employees and a lack of shared values and beliefs, you should address these issues before attempting a digital transformation.

Failing to address job security concerns - Your team may love you.  The selected solution may be the best in the market. However, your team is made up of real people with real needs and fears.  If you don’t address their concerns around job security, they will work to find that security elsewhere.

Rushing implementation without a transition plan - I am shocked at the number of people who prefer to run large projects, implementations, and initiatives without a formal plan.  They schedule calls, talk through what they think needs to be done, and then expect tasks to miraculously get completed. You need a well-communicated plan so people know what they are responsible for and when it needs to be done.

Key Takeaways & Conclusion

Digital transformation is about much more than purchasing a new tech solution and telling your team to use it.  It’s about people.  It’s about taking your team from where they are to where they need to be so that your organization can achieve more.  As a proactive and authentic leader, you have to pay attention to the people, not just the technology being implemented.  When done with care, digital transformation initiatives can enhance organizational performance and morale.  For digital transformation to succeed, leaders must prioritize people.