In the organisations that can afford it, frequently, the digital transformation effort is driven from the outside \u2013 through consultants that have been secured to deliver the desired results. However, as Mr Bicak noted, once the consultants leave, the effort is likely to fall apart, if the employees were not integral to process.<\/p>\n

Typically, employees are invited to get involved towards the tail end of a transformation process. However, the first-hand knowledge and experience that they could bring to bear, along with the opportunity to foster a sense of ownership in the process are lost, which tends to result in difficulties in properly integrating the \u2018transformation elements\u2019 into the existing work flows and processes.<\/p>\n

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3.\u00a0 The effort is not cohesive throughout the organisation<\/h3>\n

Generally, the decision to embark upon digital transformation is made at the executive level. However, the implementation, and those who are affected, are the lower level staff. Frequently, the manner in which senior management and the executive operate, is not affected by the digital transformation effort. This dichotomy creates dissonance within the organisation, which it could be argued, inherently undermines the success of transformation initiative from the outset.<\/p>\n

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4.\u00a0 Trying to eat the entire elephant in one go<\/h3>\n

Even in a modest-sized organisation, a digital transformation initiative would require several aspects of the organisation to be addressed. Although those aspects might be addressed discretely, they might not be properly organised into a cogent projects that: allow for strategic execution; build on past successes; facilitates (incremental) improvements; and boost staff morale.<\/p>\n

When the transformation is tackled in a scattershot manner, it is easy to get overwhelmed by the sheer volume of work involved, and to lose the stamina needed to see the process through to the end.<\/p>\n

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