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Conclusion: Opposition to workplace change stemming from the organisation’s digital strategy agenda1 is inevitable. Astute IT managers expect it and identify initiatives to minimise opposition.

Digital strategy (or transformation) initiatives typically generate both overt and covert workplace resistance. Its sources may vary from situations such as:

  • Senior managers who fear that failure could adversely impact their career
  • Overworked middle managers claiming they cannot cope with more workplace change
  • IT professionals maintaining legacy systems not prepared to learn new skills.

Managers responsible for driving digital strategy agenda must identify where resistance is likely and determine how to minimise it. Assuming no resistance to it is unwise. Alternately, continually questioning the agenda may not reflect opposition but an indication staff are determining how to best implement it.

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