In today’s fast-moving digital world, businesses are under constant pressure to transform. New technologies promise efficiency, insight, and competitive advantage,  yet research continues to show that a majority of technology projects fail to deliver their intended value (according to Bain and Company only 12% of projects achieve their intended goal) (Melissa Burke, 2024). While budget overruns, unclear scope, and poor planning are often cited, one of the most overlooked reasons for failure is a lack of focus on people.

A technology project, by its nature, changes how people work. Whether it’s implementing a new CRM, rolling out an ERP system, or automating a core process, these initiatives alter daily routines, shift responsibilities, and often even present a real or perceived threat to the workforce. Too often, businesses treat such projects as purely technical exercises, focusing on selecting and configuring the right tools while neglecting to understand and engage the human beings who will actually use them.

This is a fundamental mistake. People are not passive recipients of change,  they are active participants. If they feel excluded from decisions, don’t understand the benefits, or are not properly trained and supported, resistance quickly builds. Change becomes something that is imposed upon them rather than a significant transition in which they are involved.  This can lead to distrust and disengagement.

One common error is underestimating the cultural impact of new systems. Every organisation has its own ways of working, unwritten norms, and informal processes. Introducing new technology without acknowledging these cultural nuances can create friction. Employees may find the system clashes with how they actually do work.  This can lead to workarounds or even worse, shadow IT, non-compliance, and ultimately wasted investment.

Communication is often overlooked on projects. Change programmes often fail to answer the most important question in employees minds: ‘How does this affect me?’.  Instead, project teams issue technical updates and timelines, the assumption being that simply delivering the system is enough to drive usage and better behaviours. In reality, most people will need a clear narrative that explains the changes for them and benefits to them personally and to the organisation overall. They also need to be heard.   Allowing space for feedback and concerns helps build buy-in and can uncover valuable insights that improve implementation.

Leadership, of course, plays a decisive role. If senior leaders are not visibly supporting the change, or worse, are sending mixed messages, employees will take their cues from that. A project may officially be “top priority,” but if managers fail to reinforce that message and lead by example, the workforce is unlikely to prioritise adoption.

Training and support are vital. New systems almost always require new skills and ways of thinking. Yet it’s common to see training left to the last minute, delivered as a one-off, or reduced to a set of manuals. Successful projects consider the transition into service from the very start and build in ongoing support, coaching, and time for people to adjust.

Ultimately, technology does not transform businesses people do. The most successful digital projects are those that take a holistic view, recognising that change is as much about hearts and minds as it is about hardware and software.

By putting people at the centre of transformation, businesses can unlock the true potential of their investments and build lasting, meaningful change.