Transformation Fails When People Get Left Behind
Efficiency, creativity, and a competitive edge are all promised by digital transformation. However, all too frequently, these efforts freeze or fail—not due to subpar technology or a bad plan, but rather because the individuals who should spearhead and embrace the change are ignored.
It’s a hard truth: transformation fails when people get left behind.
By Incountr
The People Problem in Transformation
According to a McKinsey analysis from 2023, almost 70% of digital transformations fall short of their goals. The primary cause? a lack of cultural fit and staff engagement.
While investing time and resources on new systems, glitzy tools, and agile workflows, organizations frequently overlook the people who are supposed to make it all work. People become an afterthought rather than the main focus when transformation is approached as a project rather than as a change in the organization's mindset.
What Happens When You Leave People Behind?
Confusion about the vision and purpose of change
Resistance and passive disengagement
Decreased morale and productivity
Higher attrition rates
Slower time-to-value from transformation investments
In other words, ignoring the human element of change is the most expensive mistake you can make.
Why People Get Left Behind in Transformation
Leaders often assume that new systems and structures will lead to automatic adoption and success. But transformation isn't a switch you flip—it's a journey people must be brought along for.
Here’s why people often get left behind:
1. Tech Takes the Spotlight
The narrative of transformation is dominated by digital tools and platforms. People are supposed to follow if the technology is excellent. However, technologies accumulate dust if the human side of change—fear, resistance, habits, and skills—is not addressed.
2. Lack of Clear Communication
Skepticism results from uncertainty about the what, why, and how of transformation. When people don't comprehend something, they fight it. Trust is undermined by one-sided or too technical communication.
3. Misaligned Leadership
Executives may inadvertently disregard employee emotion when they are preoccupied with KPIs, budgets, or short-term gains. Leaders that don't engage in their teams' experience or set an example of changing behaviors convey the idea that people come second.
4. Skills Gaps and Role Uncertainty
People fear being replaced or left behind by automation and digitization. If training, support, and clarity are missing, people feel anxious—and anxious teams don’t innovate.
5. No Platform for Voice or Feedback
Resistance is formed when change is applied to people rather than alongside them. Employees are unlikely to support the change if they are not given the opportunity to co-create or offer feedback.
The Hidden Cost of Ignoring People in Transformation
Leaving people behind doesn’t just delay transformation—it actively sabotages it.
The consequences:
Low morale and rising internal frustration
Productivity loss as people resist or work around new processes
Higher turnover, especially among high-performers who feel undervalued
Customer dissatisfaction due to inconsistent service or disjointed experiences
Siloed execution as teams create workarounds to avoid the “official” transformation path
💡 Case in point: Early on, a multinational financial services company launched a new enterprise platform without consulting teams that deal directly with customers. Customers encountered mistakes and delays, and adoption delayed. The outcome? A $2 million reversal to correct something individuals could have helped get right the first time, along with declining satisfaction ratings.
People Are the Linchpin of Successful Transformation
ransformations succeed when people are engaged, supported, and empowered.
Organizations that prioritize their people see better outcomes:
Faster adoption of new systems
Higher employee satisfaction and retention
Better collaboration across functions
Increased ROI on transformation initiatives
💡 Example: One significant development was Adobe's move to a cloud-based subscription model. By emphasizing open communication, retraining initiatives, and employee involvement, Adobe was able to retain great talent and establish itself as a leader in SaaS.
5 Ways to Bring People Along the Transformation Journey
Transformation doesn’t need to be chaotic or combative. With the right strategies, leaders can make people feel like part of the solution—not casualties of change.
1. Lead with Purpose and Vision
Clearly articulate why the transformation is happening and what’s at stake.
Show how the change aligns with company values and future growth.
Use storytelling, not jargon, to bring the vision to life.
🗣️ Tip: Create a “transformation narrative” that’s repeated across all levels of the organization.
2. Communicate Early, Often, and Two-Way
Go beyond top-down announcements.
Foster open forums, feedback loops, and informal check-ins.
Acknowledge concerns and show responsiveness.
🛠️ Tool: Consider digital pulse surveys and town halls to keep dialogue open and inclusive.
3. Empower Managers as Change Agents
Equip middle managers with the language, tools, and confidence to support their teams.
Encourage them to be listeners, translators, and motivators.
📣 Insight: People don’t experience change from the CEO—they experience it through their direct managers.
4. Invest in Upskilling and Capability Building
Provide targeted training that builds future-ready skills.
Create “safe to fail” environments where learning is encouraged.
🎓 Approach: Offer microlearning, hands-on coaching, and peer-to-peer support networks.
5. Celebrate Wins and Human Stories
Recognize individuals and teams who are making the shift work.
Share real stories of transformation—struggles, breakthroughs, and impact.
🏆 Example: Feature a “Change Champion of the Month” across internal channels.
Tools and Frameworks That Support People-Centric Change
The right frameworks can guide organizations to keep people at the center.
Proven Approaches:
ADKAR Model (Awareness, Desire, Knowledge, Ability, Reinforcement) – Focuses on individual change.
Kotter’s 8 Steps – A classic model for leading large-scale change.
McKinsey’s Influence Model – Emphasizes role modeling, understanding and conviction, capability building, and reinforcement mechanisms.
Tech-Enabled Solutions:
Digital Adoption Platforms (DAPs) like WalkMe or Whatfix to guide users through new systems
Employee experience platforms (e.g., Qualtrics, CultureAmp) to track sentiment and engagement
Internal comms tools (e.g., Slack, Viva Engage, or Teams) to facilitate transparent, multi-directional communication
These tools help reduce friction, increase clarity, and ensure no one gets left behind.
Real-World Examples: People-First vs. People-Last
✅ People-First: Microsoft’s Cultural Transformation
When Satya Nadella became CEO, he shifted the company culture from “know-it-all” to “learn-it-all.” Microsoft emphasized empathy, growth mindset, and employee voice. As a result, innovation flourished, and the company’s valuation soared.
❌ People-Last: A Retail Chain’s Tech-Only Overhaul
A major retailer rolled out a new POS system without retraining frontline staff. Confusion at checkouts led to long lines, frustrated employees, and a 12% drop in customer satisfaction within two months.
Lesson: Technology is only as powerful as the people empowered to use it.
Call to Action: Build Transformation Around Your People
If you’re in the midst of a transformation—or planning one—ask yourself:
Are we involving employees early and often?
Do managers have what they need to guide their teams?
Are we making room for feedback, and acting on it?
Are we celebrating human wins as much as technical ones?
💬 Pro tip: Conduct a “People Readiness Audit” before your next big change. It’s a low-cost, high-impact way to understand where support is needed.
Conclusion: People Aren’t the Problem—They’re the Solution
Systems are never the only aspect of transformation. It has to do with changing cultures, attitudes, and habits. Businesses that grasp a basic reality are the ones that succeed at transformation:
People don't oppose change; rather, they oppose change that lacks context, consideration, or explanation.
Make people your first priority, not an afterthought, if you want your transformation to last.