Many companies look to digital transformation to stay ahead of the game, streamline processes and make better data-driven decisions. However, all too often, leaders rush to transform processes without taking their company’s culture, people and goals fully into account.
Decision-making executives must balance new tech implementation with the realities of how teams work and adapt to it. Here, 17 Forbes Coaches Council members explore some common mistakes to avoid in digital transformation efforts, along with insightful strategies to achieve more effective buy-in and widespread adoption of game-changing technology across an organization.
1. Treating It Like A Tech Upgrade
One big mistake leaders make in digital transformation is treating it as a tech upgrade, rather than a people’s journey. In my experience, real transformation starts with intentionality, a clear “why” and a people-first mindset. Technology may spark change, but it’s people who sustain it. Equip them, engage them, and the transformation becomes sticky. – Dr. Flo Falayi, Korn Ferry
2. Assuming AI Will Drive Efficiency Fast
Too many leaders assume that implementing AI will quickly drive efficiency. The reality is that companies need to carefully review their processes and teams to target and fully plan how these changes are managed as well as their impact on the culture. Without knowing what you hope to achieve and how that ties in with how the company wants to work, all you’ll end up with is an expensive mistake. – Carolyn Moore, CultureFluence Consulting
3. Buying Tools Without Aligning Teams
One big mistake leaders make is focusing on tech over people and buying tools without aligning teams or processes. A better approach is to lead with purpose: Involve users early, connect tech to business goals and invest in training to drive lasting adoption, implementation and impact. This will provide buy-in, answers to the question “Why?” and positive change within the culture. – Chris Aird, With Purpose
4. Prioritizing Tools Over Culture
One big mistake leaders make in digital transformation is prioritizing tools over culture. Technology alone does not drive change. A better approach is to align new systems with clear goals, team incentives and daily workflows to ensure adoption leads to real impact. – Andre Shojaie, HumanLearn
5. Lacking A Clear Problem To Solve
One big mistake is chasing shiny tools without team buy-in or a clear problem to solve. Tech should drive results, not distraction. You want to start with data and map out what’s broken first. Involve the team early so they feel part of the shift. Frame the vision of how this tech empowers freedom and impact. – Sariki Abungwo, Blesatech Consultancy Services
6. Using It To Micromanage People
Using digital transformation to keep tabs on people is a big mistake. Digital transformation should enhance the employee experience, not make them feel micromanaged and watched at all times. For that, add a chip already. A better approach is to use digital technology to automate for efficiency and effectiveness, cultivate trust and complement employee skills. Ask: What could be computed while we strategize? – Miriam Simon, Mi Sí Coaching and Consulting LLC
7. Doing It Only For The Sake Of Digitization
One big mistake leaders make is chasing tech for the sake of being “digital” without a clear purpose or alignment with real business needs. A better approach? Start with the problem, not the tool. Focus on how tech can actually make life easier—for your team and your customers—and bring people along for the journey. That’s what makes change stick. – Jaide Massin, Soar Executive Coaching LLC
8. Failing To Gather Early Feedback
One big mistake leaders make in pursuing digital transformation is not gathering feedback early on from their teams. There may be an overall vision in place, but without validating, assessing and proactively seeking out input on the expected changes, it runs the risk of limiting commitment from the teams expected to execute. – Tiffany Uman, Tiffany Uman Career Coaching Inc.
9. Not Defining A Shared Vision
A major mistake is rushing implementation without defining a shared vision. Tech becomes noise without clarity. A better approach: Co-create a transformation roadmap with input from cross-functional teams. When people understand the “why” and see their role in the “how,” adoption becomes aligned, strategic and sustainable. – Yasir Hashmi, The Hashmi Group
10. Framing AI As An IT Project
Treating AI as an IT project is a costly mistake. When leaders hand it off to tech teams without strategic oversight, they miss the bigger picture: AI isn’t about tools—it’s about transforming how the business thinks, decides and grows. AI initiatives must start at the top. The board and executive leadership need to own the vision, align AI with core business goals and drive cultural readiness. – Stephan Lendi, Newbury Media & Communications GmbH
11. Digitizing Bad Processes Instead Of Fixing Them
Leaders digitize broken processes instead of fixing them first. They rush to automate workflows without questioning their necessity. I helped a client map approval chains before implementing software—they eliminated 60% of steps entirely. A better approach: “process archaeology” before technology adoption. Digital transformation isn’t about making bad decisions faster—it’s about enabling better ones. – Nirmal Chhabria
12. Assuming Technology Will Fix The Culture
One mistake is thinking that technology alone will fix the culture. Companies pour money into tools but forget the human systems the tools must live in. A better approach is to start with mapping the flow of decisions, incentives and invisible friction across departments before a single app is installed. Think of it like tuning an orchestra before adding new instruments. – Thomas Lim, Centre for Systems Leadership (SIM Academy)
13. Putting Function Ahead Of Strategy
Being function-based versus strategy-based is a mistake. Too often, technology is a siloed decision. In today’s world of business, technology needs to be embraced as a value-building resource for enhanced productivity, efficiency and effectiveness. Considering overall technology integration ensures that transformative decisions are made with compatibility between technologies while keeping end users in mind. – Sherre DeMao, BizGrowth Inc
14. Rolling Out Tech Without Educating First
One big mistake is rolling out new technologies without proper education or user feedback. Digital transformation isn’t just about tools—it’s about people. Communicate clearly and transparently throughout the process. When people understand the purpose and feel involved, adoption becomes smoother and the transformation more impactful. – Sandra Balogun, The CPA Leader
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15. Investing In Tools Without Defining ROI
One big mistake leaders make in digital transformation is treating it like a shiny end game instead of a lever for solving real problems. They invest in tools without clarifying the bottlenecks or defining ROI. A smarter path starts with diagnosing what truly blocks performance, then choosing tech that measurably enhances outcomes—so every digital move drives real, provable value. – Carlos Hoyos, Elite Leader Institute
16. Failing To Audit Culture And Engagement
Leaders may forgo a culture audit and a customer engagement audit to spot efficiencies and bottlenecks in the workflow. Employee and customer engagement work in tandem. When one is off, it impacts the other. Once bottlenecks are surfaced, I would encourage leaders to note the key drivers tied to them. This helps them identify the most applicable tech to drive business and measure success. – Jaclynn Robinson, Nine Muses Consulting, LLC
17. Assuming Compliance Means Engagement
Leaders often treat digital transformation like a software upgrade instead of a cultural shift. They skip change management and assume compliance equals engagement. A better approach is co-design: include front-line users in rollout decisions and test workflows in context, not just in theory. – Dr. Ari McGrew, Tactful Disruption®
Forbes
In the context of the Industrial Revolution, applying technology to operating mechanisms in each organization is extremely necessary, and is also an inevitable trend to minimize workload while still ensuring efficiency and enhance its competitive position in the market. Furthermore, applying management software into a business will also help build an organization with a clear system, promoting consistency, transparency and accuracy. Tasken eOffice, researched and built by Opus Solution – a business consultant in Vietnam – is an internal work management system as well as the management of automated, online, user-friendly approval processes, allowing businesses to operate more effectively on the path of digital transformation.
