Why Culture, Not Code, Determines Digital Transformation Success – HR News

Summary

The article argues that digital transformation succeeds or fails on culture and people, not on technology alone. Organisations often treat transformation as a technology project — new systems, automation and platform upgrades — but those investments stall when employees aren’t ready to use new ways of working. Digital readiness is distinct from infrastructure: it’s a mix of mindset, culture and capability, and HR is uniquely placed to lead that shift.

Evidence cited includes research showing non-technical factors (motivation, leadership support, psychological safety) more strongly influence success than the tech itself. Practical elements of readiness include curiosity, adaptability, trust, peer learning, microlearning and visible recognition of small wins. HR should align people strategy with digital ambition, measure readiness (adoption rates, learning progress, sentiment) and act on those insights to make technology stick.

Key Points

Digital readiness = mindset + culture + capability, not just systems or infrastructure.
Technology alone can become “shelfware” if people revert to old habits or quietly resist change.
Non-technical factors (motivation, leadership support, psychological safety) often determine digital outcomes.
HR should lead by modelling behaviour, creating safe learning spaces and promoting microlearning and peer-to-peer approaches.
Measure readiness with adoption metrics, learning progress and employee sentiment, then act on those insights.
Small, visible wins and recognition normalise new digital behaviours and accelerate adoption.

Context and Relevance

This piece is timely for HR leaders, transformation teams and executives investing in digital tools. Many organisations continue to pour budget into platforms without addressing the human factors that determine whether those platforms deliver value. The article ties into wider trends emphasising human-centred change management, continuous learning and data-informed decision-making across HR and the wider business.

Author’s take (Punchy)

Jeremy Russon makes a direct call: stop treating transformation as an IT roll-out and start treating it as a cultural programme. HR isn’t a backroom supporter here; it’s the architect of the mindset that makes digital investments pay off. Read the detail if you want fewer expensive failures and more sustainable adoption.

Why should I read this?

Look, if your organisation buys shiny systems then wonders why no one uses them properly, this is the quick reality check you need. It’s short, practical and focused on what actually moves the needle: people, behaviours and simple actions HR can take now.