Supporting a workforce through change: How to lead a people-first digital transformation

Technology spending is on the rise worldwide and is set to grow by over 10% in 2026, with artifical intelligence (AI) accounting for a large share of digital transformation investment and operational spend. In the UK, sectors such as energy, finance, housing and health are all increasing the use of AI and digital technologies. However, due to implementation issues, while investment remains high, the potential benefits of a digital transformation, are often not being fully realised.

In this era of rising digital investment and soaring expectations, organisational leaders are increasingly challenged to ensure digital transformation translates into tangible value and ROI, rapidly. This often leads to a focus on rolling out the newest technology as quickly as possible. However, fully realising the benefits of a digital transformation depends on combining people, processes and technology to deliver sustainable, measurable business value.

The rate at which technology is developing has increased exponentially and, amongst all the noise, many organisations are losing sight of the key to digital transformations… people.

Prioritising employees in digital transformation helps them feel valued and extends the benefits of change beyond just implementing new systems. So, how can businesses take a people focussed approach to digital transformation?

Firstly, engaging with employees about the change early on will avoid any resistance later down the line. People who feel like they are part of the decision-making process will adopt change better because it will feel like it’s being done with them, not to them. New technology, specifically AI, may be interpreted as a threat by the workforce, specifically in sectors that have been slower to adopt digital solutions, such as local government. Significant transformation can always prompt resistance, but technophobia can be overcome through early and constant engagement, clear communication and tailored training plans.

The workforce’s digital abilities and receptiveness to change can be improved by specific upskilling initiatives. This could be training delivered internally by experienced team leaders, or even junior members who specialise in a specific area or who can become “champions”. Equally, this could be delivered by an external organisation to flag new tools and capabilities. One tip is that any training activities linked to the digital transformation should include a clearly defined message about “what’s in it for me” to the learner. Asking them to commit to the process means knowing what they stand to gain for their efforts.

Training should be designed with their needs in mind to make it more relevant. All sessions should be specifically tailored to business needs and leaders must assess each job role, the associated responsibilities and the skills gaps that exist in the business. As part of best practices, any learning objective should align with the broader business goals.

The only way to track and highlight the success of a transformation is by evaluating progress effectively at various stages. Data collection is essential for evaluating any project and is particularly useful when understanding engagement and training rates, employee adoption and the usage of new tools. This allows business leaders to explore potential knowledge gaps, pinch points or possible resistance to change. Project leaders can compare a baseline survey at the start of a project with a closure survey to determine whether the project has achieved positive impacts. Anonymous data can be collected through software, or through in-person one-to-ones.