The Human Side of Digital Transformation: Why Change Management Makes or Breaks Your Project

Why Change Management Makes or Breaks Your Project 

Digital transformation initiatives frequently falter, not due to technological deficiencies, but because companies undervalue the human factor. Businesses pour millions into advanced technologies, AI, and automation, yet often neglect the most vital ingredient: the individuals who will ultimately decide if these investments yield returns or become obsolete. 

At Radix Engineering & Software, we've witnessed this pattern repeatedly across manufacturing industries. The most sophisticated Advanced Process Control (APC) systems, machine learning algorithms, and digital twins can be rendered useless if operators, engineers, and frontline workers aren't properly aligned, trained, and committed to the change. The uncomfortable truth is that technology alone doesn't drive transformation—people do. 

The Anatomy of Digital Project Failure 

Consider a typical scenario: A manufacturing company implements a state-of-the-art APC system designed to optimize a complex multivariate process. At first, everything's great – tests show it could really boost efficiency and cut down on the need for people. But fast-forward a few months, and operators are just bypassing it, engineers are tearing their hair out trying to get people to use it, and the big bosses are wondering if their big digital spend was even worth it. 

This isn't a technology problem—it's a people problem. The operators who once manually controlled multiple variables now feel threatened by automation. They worry about job security, distrust decisions made by algorithms they don't understand, and resist changes to processes they've mastered over years of experience. Without proper

change management, even the most advanced technology becomes a costly failure. 

Understanding the Three Levels of Resistance 

Successful digital transformation requires addressing what organizational psychologist Rick Maurer identifies as the three levels of resistance that emerge during any change initiative: 

Level 1: “I don't get it”  

This resistance stems from confusion, lack of information, or insufficient understanding. In manufacturing environments, this often manifests when operators receive shallow training on new systems without understanding the underlying logic. For example, telling operators that an APC will “improve steam consumption” without explaining how the system makes decisions or responds to different scenarios leaves them unable to trust or effectively interact with the technology. 

The solution lies in comprehensive education that goes beyond basic functionality. Successful implementations include detailed explanations of system logic, scenario-based training, and clear communication about how the technology integrates with existing processes. Using the specific terminology and language familiar to your audience—whether that's referring to “C-L-O-2” instead of “chlorine dioxide,” as operators typically do—demonstrates respect and fosters understanding. 

Level 2: “I don't like it.” 

This emotional resistance stems from fear of losing control, status, or job security. It is especially strong in manufacturing, where experienced operators pride themselves on managing complex processes. When digital tools automate these tasks, workers may feel undervalued or threatened. 

Addressing this level requires empathy and genuine engagement. Leaders must listen to concerns, acknowledge fears, and clearly communicate how technology will enhance rather than replace human expertise. The key is positioning digital tools as assistants that free up workers to focus on higher-value activities, not as replacements for human judgment and experience. 

Level 3: “I don't like you.” 

This indicates resistance to the change agent or what they represent. In manufacturing, this might appear as site staff opposing corporate efforts or seasoned operators dismissing young engineers who seem arrogant or dismissive of their expertise. Building trust is the only way forward. This requires spending time with affected staff, respecting their knowledge, and genuinely engaging with their perspectives. Often, the most valuable insights about process control come from operators who understand nuances that aren't in technical documents. 

A real-world transformation 

We recently collaborated with a chemical plant that had implemented an APC system for reactant recovery in a distillation column. Initially successful, the system's performance declined as operators increasingly turned it off. Engineers blamed operator resistance; operators blamed poor system design. 

The root cause was multilayered resistance. Operators didn't understand the APC's logic (Level 1), feared process deviations that would trigger incident reports (Level 2), and felt dismissed by engineers who assumed they were simply being difficult (Level 3). 

The solution required addressing all three levels at the same time. We created thorough training that explained not only what the APC did but also how it made decisions in different scenarios. We listened to operator feedback and found that the APC's strategy prioritized bottom concentration at the expense of top stream quality, creating compliance issues they were responsible for. We adjusted the control strategy to balance both streams within acceptable limits. 

Most importantly, we spent time with operators during each shift, watching the system in action and answering their questions. This fostered trust and turned them into advocates dedicated to the technology's success. 

The path forward 

Digital transformation success requires a fundamental shift in how organizations approach change. Technology implementation must be accompanied by structured change management that addresses all three levels of resistance: 

1. Clear communication: Provide comprehensive education that goes beyond surface-level training 

2. Empathetic engagement: Listen to concerns and demonstrate how technology serves people, not the other way around 

3. Trust building: Invest time in relationships and show genuine respect for existing expertise 

The organizations that recognize digital transformation as fundamentally a human challenge, not just a technical one, will be those that successfully bridge the gap between technological capability and business value. 

In manufacturing, where operational expertise is hard-won and highly valued, this human-centric approach isn't simply advantageous, but also highly valued. The future belongs to companies that can seamlessly blend cutting-edge technology with human insight, creating solutions that people want to use, not systems they're forced to endure. 

Your digital transformation investment is too significant to leave to chance. Make change management a priority from day one, and watch as your technology initiatives transform from expensive experiments into drivers of sustainable competitive advantage.