Why Organizational Agility Is Key For Digital Transformation Success

Forbes

18-07-2025

Tom Niehaus is Executive Vice President, North America, at CTG.
It's clear the days of tidy, one-and-done digital transformation (DX) projects are over.
The pace of change in technology and business isn't slowing down, and companies must stay ready to adapt, whether that means updating tools, adjusting workflows or rethinking how teams operate.
This kind of built-in flexibility is what will separate companies that thrive from those that fall behind in a post-DX world where short-term transformation has given way to long-term digital agility as the key to unlocking sustainable competitive advantage.
Even with major investments in new technologies, many organizations struggle to keep up and are unable to unlock the full potential of their digital tools. What felt innovative a year ago is now just the starting line. The challenge is no longer about buying the newest solution; it's about building a nimble digital structure and culture that can evolve.
Why Technology Alone Isn't Enough
A well-known McKinsey study found that 70% of digital transformation efforts do not achieve their goals. One of the biggest reasons? Organizations often focus too much on the tech itself and not enough on change management, specifically whether their people and processes are ready to adapt.
Digital transformation initially involved adopting new systems quickly. Now, the focus has shifted toward digital agility, aiming to build capacity and capability for ongoing change. That's a big mindset shift and one that requires more than just a good IT roadmap.
It's easy to fall into the trap of thinking that a new tool will solve everything. But repeatedly, we've seen that without the right foundation—clear strategy, team alignment and real change management—even the best technology will underdeliver.
Digital change is hard. People worry about what's coming next, how it will affect their work and whether they're prepared. Without clear communication and support, these concerns can manifest in slowed or even stalled progress.
A Practical Path To Sustainable Digital Agility
Sustainable digital agility and the competitive advantage it enables require more than just adding more tools, although they are certainly a part of the equation. Rather, it's about making sure every part of the organization is aligned, prepared and able to keep evolving.
Companies that commit to a smart, structured approach to change—including leadership, a focus on empowering people and adopting a continuous change mindset—are the ones that maximize the value of their tech investments to create real business impact.
Here are three ways to build this kind of agility:
When leaders talk about how tech drives business outcomes—not just system upgrades—it shifts the focus to what really matters: results.
A major utility company we work with, for example, was upgrading its control systems, but instead of framing the project as a technical fix, leaders explained how it would help the company respond faster, operate more efficiently and improve customer service. This simple shift aligned teams and built stronger support across departments.
To do this well:
• Build business cases that show value beyond just technical benefits.
• Establish cross-functional teams to ensure alignment throughout the project.
• Track progress based on business-focused outcomes, not just system milestones.
People won't adopt what they don't understand or find useful. Organizations that bring users into the process and make room for feedback tend to see smoother rollouts, higher utilization and better results.
A utilities company we work with rolled out security-scanning tools at several plants, but instead of setting them and forgetting them, leaders invited plant operators to share feedback. This end-user feedback loop helped them fine-tune the system to improve daily workflows and avoid business disruptions.
There are key steps that can help:
• Use design thinking to understand what users need.
• Create feedback loops so improvements happen during the rollout, not after.
• Adapt the solution to fit distinct roles, teams and workflows.
Big, sudden changes often overwhelm people and organizations. A gradual rollout lets teams adjust, build confidence and share lessons learned along the way that can be used to refine deployments to align with organizational tolerance for change.
A healthcare system moving to a new electronic health record, for example, chose not to adopt a 'big bang' approach to implementation. Instead, it rolled out modules and capabilities step-by-step, offering focused training, adapting the system based on feedback and applying lessons from one rollout phase to the next.
The result? A smoother transition, better adoption across the board and less impact on the patient population.
Best practices to consider:
• Start with modular rollouts so people can adjust gradually.
• Apply change management practices customized for each group or department.
• Provide 'at-the-elbow' support during initial implementation, followed by continuous training that evolves and aligns to new user needs as the project progresses.
From Nice-To-Have To Must-Have
Modern technologies will continue to shape how businesses compete. However, unless companies can leverage those tools to create meaningful value for their teams, customers and operations, they'll miss the mark.
I can't overstate this enough: Competing and winning in business will increasingly demand a strategic shift toward digital agility. Only then will companies stop chasing every new tech trend and instead build nimble and resilient organizations that can learn, adapt and thrive in a world of constant change.
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