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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Alan Hansell

About The Advisor

Alan Hansell

Alan Hansell is an IBRS advisor who focuses on IT and business management. Alan is able to critique and comment on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.