Why does digitalization often fail?

Two months ago I came across two very similar examples of schools in the construction industry. In both cases, the current leader thought of digital transformation as telling the implementing experts exactly what the solution should be, and if anyone commented on it, he took it as an attack on his authority and either pushed it down in an emotional, emotional mud wrestling match or simply by force.

At the end of the day, a lot of work has gone into implementing a software / workflow / service that neither works well nor has become cost-effective, which will be hated by the team and criticized behind the manager’s back.

Yet, if the manager or his boss asks how it is, out of fear of trust / politeness / weakness / hope of promotion – it varies from person to person – they will praise it very highly, how good it is.

And although the figures clearly show that it’s unprofitable and everyone can feel that it’s a bit sour, a bit yellow, it’s still ours.

This is the phenomenon.

If you want it right, it’s worth starting again, but another software won’t solve the problem.

The reason usually does not occur to anyone.

That, in fact, the failure was encoded in the authoritarian, punishment-based leadership and the habit of ridiculing, or at worst humiliating and ostracising, those who dare to change, take the initiative, or dissent.

This is why the success of digitalization does not depend on a workflow or software but on leadership and company culture.

And that’s why when I receive hair dye, Cavinton and Pote-Mix from my colleagues for my 45th birthday, I’m very happy because it’s a good indicator that the company has a future and that we will be able to drive growth leaps and changes with the right honesty and humor, as we have always done.

Csaba Livjak

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