When I was promoted at Skype to lead the business transformation over there I had multiple people across the organisation telling me this is a third attempt that we're trying to change the company culture and the business is going to fail again. And after a few weeks, I understood what they meant.
Nobody really had any sort of appetite to change. And we were very close to kind of failing, once again. The difference sometimes between a failed transformation and the one that succeeds is the conviction that you have of the leadership team and the people who move and adopt the transformation and that is sort of a key thing.
Some business leaders are genuinely concerned about technology, either because, in their past experience, they haven't really dealt with it. They're not as proficient with it as some people. And some of them are just concerned about what technology would bring, because transformation may be triggered by technology. But it means much more in terms of what it brings to the company.
Some people, as a result, would sort of prefer to stop any change from happening whatsoever and ensure that their own sort of domain and function continues as the way it is with no transparency, with no change to their business. So those are the problematic people that have the resistance, the others, the ones that are not as proficient, if they have the ability or the desire or the motivation to learn they usually eventually see the benefit, the value to them. And if your transformation is done well then they get on board.