The global pandemic has given us the chance to reimagine how we do business, proving that work can be done from anywhere. As a result, digital transformation, although already under way prior to COVID-19, has become pressing and imminent. It comes as little surprise that for most IT decision makers, digital transformation has become a defining aspect of their career, as well as being critical to business survival.

Contrary to belief, digital transformation goes well beyond the enablement of technologies, and extends into rethinking operating models, processes, and governance across every facet of a business. In many cases, this will inevitably mean disruption, and, with no blueprint for success, digital transformation can be a daunting and overwhelming task for IT decision-makers.

Wanting to delve more deeply into confidence levels surrounding digital transformation, particularly in the context of a global pandemic; we recently surveyed 500 IT decision makers at large organisations in the UK about their perceptions of digital transformation, asking them how much previous successes and failures have influenced their attitudes to future initiatives.

A poor experience or outcome is knocking confidence levels in future projects

A significant finding of the study is that almost half (44 percent) of IT leaders have had their fingers burnt by previous digital transformation programmes, where the overall experience has been a negative one. In fact, just over half (51 percent) admit to being involved in at least one project which did not go according to the initial plan.

As a result, many are lacking confidence in taking on new projects: 85 percent admit their past experiences have impacted how they approach programmes today, in one way or another. This is a sentiment that mustn’t linger, as it has the potential to hamper innovation and creativity. Successful digital transformation needs bold leaders, who have the ambition and drive to raise the stakes, and not be afraid of failure.

While some IT decision makers have seen success with previous digital transformation programmes, overall perceptions vary, and 58 percent say their experiences to date have been somewhat challenging. This is particularly poignant considering 94 percent of IT leaders claim they went into their first digital transformation programme confident of its outcomes. Clearly, confidence levels have been knocked.

However, perceptions and experiences vary by level of seniority and the ability to manage the challenges associated with digital transformation programmes. At the upper end of the executive scale, 35 percent of CIOs and 41 percent of CTOs claim their past experiences of digital transformation has been ‘ideal’: a positive we must be careful not to dismiss, but which also shows the senior input needed.

A career-defining opportunity

As businesses across the UK begin to pave the way for a hybrid-work scenario, the focus on digital transformation becomes even more critical. Prior to COVID-19, although progress was underway, it was also seen as a far-off goal by many. However, today, almost all (97 percent) of IT leaders believe the triumphs of their digital transformation programmes are crucial to the success of their current role and future career. To add to this, despite flagging confidence levels, 68 percent recognise that major initiatives represent a career-defining opportunity; with a mere 7 percent dismissing this to be the case. Consequently, 69 percent would rather work on a challenging but ambitious programme, rather than a manageable but less aspirational project which is more likely to succeed.

Confidence levels can be re-built, with the correct internal support

It is vital we address the waning confidence levels surrounding digital transformation, to ensure progress continues, in line with the evolution of hybrid work. Together, there is so much potential for boosting efficiency, agility, and creativity within organisations. In fact, IT leaders agree almost unanimously (99 percent) that digital transformation will be an important part of their businesses’ survival and future roadmap.

Given the importance placed on major digital transformation programmes, tailored help is urgently needed. Within the survey findings, just a quarter of IT decision makers say they feel well supported by other departments, rising to 61 percent when thinking about the leadership team. Working with the right partners, who are true collaborators and specialists, will be crucial to the success of ambitious transformation projects, as well as securing the right support internally.

Focus not on the past, but on the future success stories

It is human nature to lose confidence in experiences that have proven challenging or negative, but amid the poor experiences, there are success stories, too, and it is these which we must focus on. We must be mindful of these stories, when they are available, to inspire and show what’s possible. IT decision leaders need to have faith in the skills and technology available to them, and the possibilities of digital transformation technologies are exciting and growing exponentially.

Fundamentally, we need to appreciate the importance of digital transformation. Now is not the time for IT leaders to be shying away from the opportunities available to them; rather, we need them to be bold and ambitious, asking for help where they need it, and push the boundaries of what is possible, to help their organisations and future careers, to flourish.