Case: Digital transformation

Technology providers need to shift their focus from product only to a solution oriented approach that takes into account customer challenges in the implementation phase.

The demand for innovative technological solutions has strongly increased in recent years. Many companies are trying to maximize their impact and efficiency while reducing their costs in an increasingly digital world. Often, technology providers are hired to achieve goals that companies have set themselves in their digital transformation process.

People’s role in whether or not the implementation of a technological product is successful is hereby often overlooked. If the product does not have the impact one expects, the providers of the product are often blamed.

However, this is usually not due to an underperforming technological product. More often it is due to the fact that employees are not well trained in its use in the workplace. New technology brings with it new systems and processes, as well as a new way of working. This requires different skills – both technological and behavioural – and a different work mindset.

Overcoming resistance to change and fostering a growth mindset within the team is very important here. For projects to succeed, technology providers must shift their focus from pure product sales to a solution-oriented approach to achieve a successful implementation phase.


We have stimulated our client’s transformation process by selecting a number of employees and training them to become ‘Change Ambassadors’. This team oversees the use of the new technology and helps colleagues get the most out of the new product.

To achieve this, we have set up a development process along the lines ‘Make sense’, ‘Make it real’, ‘Make it happen’. Hereby, we have aligned our timeline with our technology partner.

The focus of ‘Make sense was on clarifying the mission of the digital transformation and on putting together a team of change ambassadors. A major kick-off event was organised for all employees directly affected by the new technology tool. It included inspiring speakers, an overview of the mission by the CIO of the company, an introduction of Pawlik and our technology partner and an explanation of the strategy and program.

Participants could pro-actively register to qualify for the Change Ambassador program and were invited to participate in the Pawlik Agile Leadership scan. Based on the results, we selected the employees with the most potential for the team of ambassadors.

Make it real‘ was focused on skill development of the team. They were trained with a mix of online preparation, practical personal workshops and follow-up. Participants were selected based on customer requirements and on personal strengths and challenges that emerged from the scan. Behavioral training ran in parallel with the training of our technology partner.

Make it happen‘ was aimed at supporting the Change Ambassador in the implementation phase. Pawlik change experts were present at the company for a few days to guide leadership issues that arise in digital transformation. We then set up an optional trainer hotline that was phased out as the implementation progressed. Finally, we continuously encouraged the team of change ambassadors through online inspiration, reminders and personal coaching.


Impact after 3 months

Three months after the start of the implementation, we measured the impact of the programme using previously established KPIs. We compared these with the results achieved by our technical partner without the Pawlik implementation program. Ww found the following:


Conclusion: These results clearly show that focusing on people in the implementation phase of a new technology is necessary for the success of a company’s digital transformation.

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