May 12, 2025
By Richard Edmondson
And Why People, Not Technology, Must Be at the Centre of the Conversation
As someone who works closely with boards on technology leadership, I’ve seen the term "digital transformation" lose meaning through overuse. Too often, it’s reduced to a systems upgrade, an IT initiative, or a loose collection of projects. But true transformation is something far more fundamental. It changes how a business operates, how people work, and how value is created. And it does not succeed without clear, visible commitment from the board.
When digital change fails, it is rarely due to poor technology. More often, it is because the organisation lacked alignment, pace, or leadership. The board has a critical role to play here, not just in approving the strategy, but in sponsoring it, protecting it, and keeping it human.
Digital Transformation Starts at the Top
It is tempting to treat digital transformation as something that sits with the CIO or CTO. But the most effective boards understand that this is a business-wide shift, not a technology programme. It is about staying relevant, becoming more agile, and delivering better outcomes for customers and employees.
Without the board’s sustained interest, transformation becomes fragmented. Different functions pull in different directions. Leaders lose momentum. The most powerful lever a board has is its ability to ask the right questions and hold the executive to account, not just for delivery, but for clarity of purpose.
The Biggest Mistake: Treating Digital as a Tech Project
When transformation is defined by the tools being implemented rather than the outcomes being pursued, the board’s ability to govern becomes limited. New platforms and systems are important, but they are only enablers. The real work lies in changing behaviours, breaking silos, and creating space for innovation.
Boards should challenge any programme that puts systems ahead of people. If technology is leading and the organisation is following, something is out of balance. True transformation aligns tech, talent, and ways of working to deliver measurable impact.
Transformation is a Human Challenge First
Most digital change fails not because of poor code, but because of unclear leadership and low cultural readiness. If teams do not understand why change is happening, or if they feel excluded from the process, resistance sets in quickly. Transformation fatigue is real, and boards need to be aware of it.
This is why the board’s questions must go beyond cost and timelines. How is the leadership team bringing people with them? What support is being offered to help teams adapt? How are we communicating progress and building confidence? These are human questions, but they are central to transformation success.
The Board's Role: Sponsor, Challenger, and Shield
Boards cannot lead transformation themselves, but they can set the tone. They can sponsor the change by giving it visibility and urgency. They can challenge complexity, push for clarity, and hold leaders to account for the culture they are creating.
Perhaps most importantly, they can shield transformation teams from short-term pressures. Digital change takes time. If the organisation is expected to show immediate ROI while also learning new systems, new processes, and new behaviours, failure becomes more likely. The board’s role is to give transformation the time and protection it needs to take root.
Digital Transformation Without Talent is Just Ambition
No digital programme will succeed without the right people in place. The board should be asking whether the organisation has the leadership capability to guide and deliver the change. This goes well beyond the CIO. It includes product, operations, finance, HR, and every part of the business being touched by change.
Boards should also push for a clear view of future skills. Are we investing in talent that can work across functions? Are we building the capabilities needed to support transformation after the consultants leave? If not, then progress will be fragile.
Questions Every Chair Should Be Asking About Digital Transformation
To support more effective oversight, here are seven questions that should be on every board’s agenda:
Is our digital transformation truly centred on people, or are we focusing too heavily on technology? Human adoption is what turns ambition into results.
What specific changes are being asked of our teams, and how are we supporting them? Transformation means disruption. Boards should understand how that change is being led.
Are we overcomplicating the programme with too much technology or process change at once? Simplicity, clarity, and focus win.
Do we have the right leadership in place to drive transformation across functions, not just within IT? This is an enterprise-wide challenge, not a siloed one.
What role is the board playing in sponsoring, sustaining, and protecting the transformation agenda? Board engagement signals seriousness and gives the transformation weight.
How are we measuring progress in human terms—not just cost, timeline, and system implementation? Culture, behaviour change, and capability development must be tracked.
Are we giving the organisation enough time and support to make this transformation real? Rushed change rarely leads to sustainable impact.
No matter how clear the strategy or how advanced the technology, transformation ultimately comes down to people. The skills, behaviours, and leadership required to drive lasting change are rarely in place by default. Boards need to treat talent acquisition and internal capability building as core pillars of any transformation agenda, not afterthoughts. The question is not just whether your systems are ready for the future, but whether your people are.