From Resistance to Adoption: How to Embrace Digital Transformation
Over the past decade, digital transformation has evolved from a strategic advantage to a business imperative. Replacing manual, paper-based processes with streamlined digital systems not only reduces administrative overhead but also enables faster, more informed decision-making.
Historically the UK has been slow to digitalise and adopt new technology. In fact, TechUK, a leading trade association representing the UK’s technology industry, has estimated that the UK Government has lost £45 billion due to slow adoption [1]. The research shows that organisations often resist change and the disruption to established activities that it entails.
Overcoming resistance must come from the bottom-up. Buy-in and encouragement from the stakeholders utilising the technology day-to-day is fundamental to ensuring successful adoption.
In this blog, we impart some critical success factors following Deecon’s recent experience supporting a major UK-based infrastructure provider to implement, optimise and embrace digital transformation.
Resistance to Change
While some digital systems were in place, key processes remained fragmented and time-consuming. Data was manually input across spreadsheets and workflows relied on labour-intensive checks.
When digital initiatives were introduced, such as mobile tools to integrated platforms, resistance surfaced quickly. Leadership feared delays, while frontline teams questioned whether the tool would add unnecessary complexity. In addition, the supply chain raised concerns that delivery would be disrupted. Rather than forcing change from the top down, Deecon emphasised bottom-up collaboration and provided training on how to use the tools efficiently and effectively.
How to Ensure Successful Adoption
1. Communicate the ‘Why’
To overcome resistance, people need to understand the purpose behind the change and how it will benefit them. Deecon created process maps and held workshops with the frontline teams to clearly show where inefficiencies existed, and why digital tools would directly address them.
2. Assign ‘Change Champions’
Change is more likely to stick when it’s led by peers. We assembled a team of change champions from within the user-group and the supply chain partners. In particular, those who were initially apprehensive or resistant to the introduction of new technology. This team trialled the tools and became the advocates and ‘trusted voice’ to their colleagues.
3. Listen, Discuss and Adapt
Hosting continuous feedback sessions provided a forum to raise concerns and offer suggestions on how the tools could be improved. By listening, discussing and adapting the technology, Deecon was able to establish buy-in from the users.
4. Provide Comprehensive Training
Even the best tools fail without proper training and support. Deecon provided company-wide training sessions, guidance documentation, ‘how-to’ videos and access to a helpline. These included policies and procedures for data collection, storage and access. Deecon advised that the guidance documentation and ‘how-to’ videos were issued to new starters, to ensure users felt confident and compliant from day one.
Tangible Results
The transformation programme delivered significant operational improvements, including reduced manual effort, minimisation of human error, accelerated response times and freeing teams from non-value-add tasks.
Users reported greater confidence in delivery, easier access to information and reduced administrative burden. In addition, supply chain partners praised the collaborative approach and the flexibility built into the new tools. This drove faster adoption and stronger performance across the board.
Why this Matters
This success proves a vital point:
Technology does not transform organisations - people with the right skills and expertise do. At Deecon, we have extensive experience delivering transformation at scale.
We help businesses:
Build teams that lead transformation and create value, not just track it
We design processes that fully embed into the business to drive delivery, accelerate adoption and measure real benefits.
Engage the supply chain
We work with our clients’ supply chain to ensure alignment on digital transformation.
Work alongside and upskill client teams
We work with client user groups to champion, upskill and embed new tools to make digital transformation practical, credible, and lasting.
Digital transformation does not just happen with the right software. It happens when you have the right strategy, the right leadership, and the right partnerships in place.
Written by Ross Walton
Edited by Anna Pringle