The hard path to transformation: look behind the scenes
In my career, I have seen time and again that companies invest millions in new technologies — and yet fail. Not with technology, but with people. This insight, often gained the hard way, was the driving spark for my work as co-founder of The Data Institute.
The truth is simple but painful: The best strategy and most advanced technology are worthless if the corporate culture isn't ready to “breathe” change. I have this reality in various management positions experienced — from construction digital business areas in corporations via consulting agencies up to SaaS companies.
Why the mindset determines success and failure
In my years in various leadership roles, I always faced the same hurdles:
- The creative sector: An experienced creative director once told me: “I feel what works after 15 years — why do I need data for that?” This Intuition-vs-fact-mentality I know from many creative environments.
- The distribution: A top performer guarded his Excel lists like a treasure. Share data? “That's my competitive edge!” Classic silo thinking, which I often do in growing technology companies watched.
- The management: Even in large consulting firms I saw executives who called for digital strategies but did not make any data-based decisions themselves. They preached innovation but lived the status quo.
- Operational operations: In production-related companies I fought with teams that had been perfecting their processes for years. New tools? “It just takes time and is useless.”
This resistance is human and understandable. Change is scary. New tools overwhelm. But this is exactly where leadership must start.
The most common stumbling blocks from practice
- Fear of devaluation: “My experience doesn't count anymore”
- Silo thinking: Each department cooks their own soup
- Data literacy gap: Many do not understand what numbers mean and where they come from
- Half-hearted tour: Management preaches but doesn't exemplify it
- Gut feeling about facts: Intuition is placed above systematic analysis
My core knowledge
After years in various industries and leadership roles, my conclusion is clear:
- Culture beats strategy - every time.
- People need the “why” - before they accept the “how.”
- Quick wins create trust - big visions alone are not enough.
- Leadership must set an example - no one does what management does not do.
The biggest lesson? Transformation It is a marathon, not a sprint. And it starts in people's heads, not in the servers.
What's next?
In the next part of this series, I will show specific strategies that I have developed and used to overcome these human hurdles. Spoiler: It's not about more meetings or better PowerPoints.
I am interested in your experiences:
What cultural hurdles are you experiencing in your company? Write to me - I am happy to share further insights from my practice. Or book an apointment with me.
As co-founder of The Data Institute, I bring experience from consulting, establishing new business areas and technology companies.
My mission: Helping companies master the human side of digital transformation.
Picture: pine watt unsplash
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