Posted on September 2nd, 2025.

Before diving in, let’s clarify what ‘Digital Transformation’ really means in plain terms:

In simple terms, a Digital Transformation project is any project where a company uses technology to improve its business, whether that's delivering faster service, making smarter decisions, reducing manual work, or creating a better customer experience. It could be as complex as migrating to a cloud-based system or as focused as implementing a better scheduling tool. A digital transformation project is strategic when it directly supports business outcomes, not just technical upgrades.

Despite billions invested globally in digital transformation, many organizations still struggle to realize meaningful business value from their initiatives. While it is tempting to blame the technology, most failures are far less related to the tools and far more connected to the lack of clarity, alignment, and leadership.

This article explores five of the most common obstacles derailing digital projects and introduces a proven framework—Gleicher’s Formula for Change—that can dramatically improve execution and outcomes.

The Real Challenges Behind Failed Digital Transformation Projects

1. Unclear Business Benefits

Digital projects often start with technical enthusiasm but fail to define how they will create business value. When teams don’t understand the "why" behind an initiative, motivation weakens, adoption slows, and stakeholders disengage. Simply put, if the benefits aren’t clear, they won’t be realized.

Real-World Example: A healthcare provider implemented an expensive electronic health records (EHR) system without effectively communicating how it would reduce patient wait times or improve care coordination. Staff perceived it as "extra work," not a benefit—leading to resistance and underutilization.

2. Undefined or Vague Outcomes

Phrases like "digital transformation" or "modernization" are too broad to drive action. Without specific, measurable outcomes, tracking progress or declaring success becomes impossible. Teams are left chasing a moving target—if they even know what they’re chasing at all.

Real-World Example: A mid-sized manufacturer invested in IoT sensors for their equipment, but never defined what "success" looked like. The project lost momentum after a few months, leaving teams unsure about which data to prioritize or how to act on insights.

3. Overly Broad Scope

Ambitious visions often lead to inflated project scopes. Organizations strive to change everything at once, resulting in minimal delivery. Big-picture thinking is critical, but without phased and focused execution, the effort collapses under its own weight.

Real-World Example: A retail chain carried out a total digital transformation—updating POS systems, online ordering, inventory management, and customer loyalty programs all at once. Overpowered by the complexity, the project came to a halt halfway through, with none of the systems fully in place.

4. Lack of Business Stakeholder Involvement

Digital initiatives led exclusively by IT often fall short. Business unit leaders must co-own the process to ensure the solution meets real-world needs. Without cross-functional collaboration, the result is frequently a technically sound solution that no one uses.

Real-World Example: An insurance company launched a customer self-service portal developed entirely by its IT department. By not involving customer service reps in the planning, key features were overlooked, and users continued to call support, rendering the portal ineffective.

5. Limited Strategic Influence from IT Leadership

Many CIOs and technical leaders struggle to influence C-level executives. If IT cannot speak the language of business—connecting initiatives to growth, cost savings, or competitive advantage—then digital efforts are sidelined as "tech projects" rather than strategic investments.

Real-World Example: A CIO presented a cloud migration initiative using only technical specifications and infrastructure diagrams. The CFO did not see the business case, leading to the project’s deprioritization in favor of more "tangible" investments.

Introducing Gleicher’s Formula for Change

One of the most useful frameworks for driving successful organizational change is Gleicher’s Formula:

D x V x F > R
Where:
D = Dissatisfaction with the current state
V = Vision for the future
F = First concrete steps
R = Resistance to change

The formula illustrates that meaningful change occurs only when dissatisfaction, vision, and first steps are all present and strong enough to overcome resistance. Importantly, since these elements are multiplied, if any one is missing (or weak), the equation collapses.

Applying Gleicher’s Formula to IT Initiatives

Here’s how IT leaders can use this model to improve project outcomes:

• Dissatisfaction: Don’t assume stakeholders are on board. Clearly define the issues with the current state—lost revenue, inefficiencies, compliance risk, or customer dissatisfaction. Make the pain tangible.
• Vision: Translate technical goals into business language. Demonstrate how the initiative will result in faster delivery, improved margins, reduced turnover, or enhanced customer experience.
• First Steps: Define specific, actionable steps that signify progress. Quick wins establish trust and prove that the project is tangible and attainable.
• Resistance: Identify who may resist and why. Address concerns early, involve stakeholders in the process, and communicate effectively consistently.

Bridging the Gap Between IT and the Business

To lead successful strategic enablement efforts, CIOs and IT teams must elevate their presence and perspective:

· Shift from being technology implementers to business enablers.

· Speak in terms of value, outcomes, and strategy—not just systems and specifications.

· Involve business unit leaders early to ensure alignment throughout execution.

When IT leads with empathy, clarity, and commercial awareness, it becomes a strategic driver of innovation and growth.

Conclusion

Digital initiatives don’t fail due to poor technology—they fail because of unclear value, misaligned execution, and weak collaboration.

By using a framework such as Gleicher’s Formula for Change, IT leaders can establish the conditions for success: a compelling reason for change, a clear vision, practical first steps, and a strategy for overcoming resistance.

In today’s environment, clarity and collaboration are essential—they’re the cornerstones of every successful strategic enablement effort.

JP Van Steerteghem

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or email me at [email protected]

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