In the ever-evolving landscape of digital transformation, few experts bring as much insight as Chloe Maraina, our Business Intelligence guru with a deep passion for crafting compelling visual stories through big data. With her sharp expertise in data science and a forward-thinking vision for data management and integration, Chloe has guided countless organizations through the complexities of technological and cultural change. Today, we dive into her perspective on the true costs of digital transformation, exploring the human challenges, the role of leadership, and the innovative tools shaping the future of change management.
How do you see employee resistance playing a role in the challenges of digital transformation?
Employee resistance is often at the heart of why digital transformation can stumble. People naturally gravitate toward what’s familiar, and new systems or processes can feel like a threat to their comfort or job security. It’s not just about learning a new tool; it’s about changing ingrained habits and mindsets. I’ve seen this fear manifest as subtle pushback, like sticking to old processes under the radar, which can derail even the best-planned initiatives if not addressed early with empathy and clear communication.
Can you share a specific instance where resistance to a new system created significant hurdles?
Absolutely. A few years back, I worked with a mid-sized company rolling out a new data analytics platform. The tech was top-notch, but a large group of employees felt overwhelmed by the learning curve and worried it might expose gaps in their skills. This led to delays in adoption, with some teams quietly reverting to manual processes. It took months of one-on-one coaching and tailored workshops to rebuild trust and show them how the tool could make their work easier, not harder. That experience taught me how critical it is to anticipate emotional responses to change.
What approaches do you find most effective in easing employees’ concerns about adopting new technologies?
I focus on transparency and involvement. Early on, I make sure to explain why the change is happening and how it benefits not just the company, but the individuals themselves. I also involve employees in the process—whether it’s through feedback sessions or pilot programs—so they feel like co-creators rather than just recipients of change. Pairing this with hands-on support, like peer mentors or quick-access helpdesks, helps turn fear into curiosity and eventually confidence.
How do you view the role of a CIO in navigating both the technical and human aspects of digital transformation?
A CIO is really the bridge between technology and people. On the technical side, they’re ensuring the right tools are in place and scalable. But on the human side, they’re a storyteller and a coach, translating complex tech goals into a vision that resonates with employees at all levels. They have to champion the change while also being attuned to fears and resistance, using their influence to foster trust. It’s a dual role that demands as much emotional intelligence as it does technical know-how.
What unique skills do you think a CIO needs to manage pushback during transformation projects?
Beyond tech expertise, a CIO needs exceptional communication skills to break down jargon and make the purpose of change relatable. Patience is key—they can’t rush adoption at the cost of morale. I also think adaptability stands out; they must pivot strategies based on real-time feedback from the workforce. Above all, a CIO needs to be a listener, picking up on unspoken concerns and addressing them before they snowball into bigger issues.
Why do you believe cultural change often overshadows technological investment as the biggest cost in digital transformation?
Technology is a one-time purchase or upgrade, but cultural change is an ongoing investment of time, energy, and resources. You’re not just installing software; you’re reshaping how people think, collaborate, and approach their work. If the culture doesn’t align with the tech, the tools become shelfware. I’ve seen companies pour millions into systems only to fail because they didn’t invest in winning hearts and minds—that’s where the real expense lies.
How do you gauge whether cultural transformation is succeeding during a digital initiative?
I look at engagement metrics, like how many employees are actively using new systems without constant prodding, and qualitative feedback through surveys or town halls. Are people asking questions, offering ideas, or even challenging the status quo in constructive ways? That’s a sign they’re bought in. Also, I track productivity trends over time—if there’s a sustained uptick after the initial learning curve, it often means the cultural shift is taking root.
What’s the importance of continuous training compared to a single session when rolling out new systems?
One-off training sessions are like teaching someone to swim by throwing them in the deep end and walking away. Continuous training, on the other hand, provides ongoing support as people adapt at their own pace. It reinforces learning, addresses evolving challenges, and keeps the momentum going. I’ve found that regular refreshers or micro-learning modules help employees build confidence over time, especially as updates or new features roll out.
How has generative AI influenced the way organizations handle resistance to change?
Generative AI has been a game-changer in reducing resistance by making innovation feel accessible. It can personalize learning experiences or automate repetitive tasks, which helps employees see tech as an ally rather than a burden. I’ve noticed that when people interact with AI tools that simplify their workflows, they’re more open to broader changes because they’ve experienced tangible benefits. It’s like a gateway to embracing transformation.
What’s your forecast for the role of AI in shaping the future of change management?
I think AI will become even more central to change management, acting as both a tool and a catalyst for cultural shifts. We’ll see more sophisticated AI solutions that predict resistance patterns, personalize support, and simulate outcomes to prepare teams for change. My forecast is that AI will help organizations move from reactive to proactive strategies, minimizing friction before it even starts. But it’ll require careful balance to ensure the human element—empathy and connection—remains at the core of transformation efforts.
