Why 70% of Digital Transformations Fail – What Project Leaders Keep Missing
- Brainz Magazine
- 2 days ago
- 4 min read
Written by Fizza Khan, Founder & CEO of Imentor360
Fizza Khan, IT Consultant and Founder & CEO of Imentor360, is empowering Elite IT Consultants to be seen, valued, and hired directly.
More than 70% of digital transformations fall short of expectations, a recurring issue not caused by technology but by business structure and people's capabilities. My insight across various digital transformations in many sectors, this is a common theme, and the core problem lies in how companies ‘operational structure’ and delivery teams are aligned. Projects often lose momentum when there is no clear direction or a defined strategy from leadership or reporting of outcomes, leaving teams unclear on how their project contributes to overall change and outcomes.
The synchronisation problem
Another major reason transformations fail is a lack of synchronisation. Business units, delivery teams, and leadership often move at different speeds, chasing disconnected priorities. One team delivers new digital capability while another still operates on legacy processes.
Synchronisation isn’t just a scheduling issue. It’s a skill and art, and can be cultural. Project leaders must act as integrators, ensuring communication flows both ways. That means connecting senior leads with product owners, delivery leads, and business sponsors around a single version of truth, the why, the what, and the how of transformation. Without that, projects become noise, lots of movement, little progress. With it, even complex change starts to feel coherent and achievable.
It’s not the tech, it’s people's capability and the team's leadership
Many still believe transformation fails because of the wrong system, platform, or vendor. But in my experience, most failures stem from people, knowledge sharing, and project knowledge gaps inside the project teams themselves, and motivation for change. There’s confusion between leader’s articulating a clear planning-strategy to define to the project leads the key project ‘priorities, so that the team leads can then define the clear team ‘activity and outcomes’, and that’s where delivery begins to drift and where project contractors like me have the expertise to synchronise.
The fundamentals are missing from Day 1:
The hire: Hire the right digital consultants with a breadth of expertise.
Business strategy-OKRs (Objective Key results) are not defined at the Business vision strategy stage, or misunderstood.
Delivery reporting: Status updates show tasks completed, not value delivered with ‘what result’ and not aligned to an ‘OKR’.
Agile is used as a label, not a mindset. Daily stand-ups and sprints don’t mean much without real ownership or empowerment to drive the results.
Team Silos remain. Delivery streams operate independently, with little synchronisation across business functions. Need to embed a culture of togetherness or quarterly planning events.
The real capability gap
Every successful transformation I’ve been involved in has one thing in common, strong foresight and delivery capability. When project leaders invest early in the right consultants and knowledge. Only then, teams and results follow. When they don’t, even the most advanced people, tools, and budgets fall flat.
‘Capability means more than technical skill. It’s about leader’s people skills and mindset, communication, delivery and alignment’
A capable team understands their team lead and clear direction:
Why the transformation exists and what part of the project they are working on
What outcome each workstream contributes to, and why and when to be delivered by
How to synchronise efforts across functions with clear OKR delivery reporting metrics
That’s where frameworks like Agile and OKRs truly connect. But too often, organisations adopt them in isolation and later date, OKRs as a reporting Ops layer, Agile as a best practice, routine. The power lies in combining both to create a shared direction and consistent momentum across an operation.
It’s not about being “more agile.” It’s about being more connected, aligning transformation project delivery with business intent.
Defining success differently
In most failing programmes, “success” is defined by milestones, system go-lives, migration dates, or completed workstreams. But digital transformation success should be measured by clear objectives across ops, behavioural, and people change. Can teams operate without external dependency? Have ways of working evolved? Is there a visible impact for end users?
The best project leaders redefine progress around these questions. They focus less on the Gantt chart and more on whether teams understand and adopt new ‘ways of working’ and the outcomes they’re delivering. They build internal people capability alongside delivery, so when consultants step away, the organisation keeps moving.
In the programmes that I’ve worked on, the difference was visible. Teams didn’t just deliver, they owned the ‘priorities task’ and changed and delivered. Knowledge transfer wasn’t a final-week task, it was embedded throughout. Agile & Scrum was genuine, collaborative, transparent, and grounded in shared OKRs across the organisation for the bi-weekly reporting.
Building the next generation of delivery teams
In my view, the next phase of digital transformation won’t be defined by bigger systems or newer frameworks and just AI bolted on, it will be defined by smarter people-project teams. Those who combine “objective’s, technical expertise with delivery maturity’ this will outperform those who simply follow templates.
Future-ready teams will:
Implement OKRs to link strategy directly to daily project delivery.
Treat Agile as a behaviour, not a checklist.
Focus on outcomes, not solely on activity.
Learn fast and adapt faster, share knowledge
This shift requires project leaders who understand both structure and psychology, how people work, how they learn, and how to align them around purpose. The organisations that invest in this capability now will reduce dependency on external consultants and sustain transformation long after the programme ends.
The shift ahead
Transformation isn’t a one-off project, it’s an evolving capability. The technology will keep changing, but the foundation, people who can adapt, align, and deliver, remains the same.
The future belongs to project teams that blend delivery discipline with learning agility. They’ll close the gap between ambition and execution, ensuring transformation isn’t just a phase, but a way of operating.
That’s the real opportunity ahead, not another framework or process, but a mindset that connects people, purpose, and performance. When project leaders get that right, transformation finally delivers what it promises, lasting change.
Read more from Fizza Khan
Fizza Khan, Founder & CEO of Imentor360
Fizza Khan has over 15 years of expertise as an IT consultant, Lead Business Analyst, and Project manager with many specialisms, hired to deliver many complex, critical projects globally across industries. Leading professionals have developed many innovative solutions. Now with her own brand, Imentor360, providing a platform for Elite IT contractors to showcase their skills and gain visibility, and to get booked directly.
