- natascha.renkers@highberg.com
- 31645807718
Change starts with leadership. Technology helps, but behavior makes the difference.
Many organizations want to move forward with digitalization. And yet, it often stalls at scaling up. Digital transformation is not just about technology. It touches upon how decisions are made, how people collaborate, and what leaders demonstrate through their behavior—in other words, what leaders do or do not do. Research shows that leadership is a lever for digital change.
Highberg has developed a unique quickscan that provides insight into your leadership role. It is based on the Highberg model with the five leadership phases, which helps you reflect on your leadership role in every phase of digital transformation.
Digital transformation is not an IT project but a strategic journey. It touches upon how people think, collaborate, and make decisions. Leaders provide direction, offer space for learning and innovation, and are the living example of the change they want to see.
The five phases are not a step-by-step plan, but a lens to clearly see where leadership is needed. They overlap and reinforce each other. The values and authenticity of the organization always determine the focus of that lens.
Gain insight into your strengths and areas for development and reflect specifically on where you or your team can act more strongly or consciously.
Digital transformation starts with people, not just technology. That is why true digital progress revolves around leaders who demonstrate vision, build trust, and set change in motion. At Highberg, we believe that leaders make the difference between experimenting and actually scaling up. Many organizations already have the technology in place but lack the support to move forward. That is precisely where leadership becomes the lever for growth. We help leaders and teams activate their full potential. With self-awareness, courage, and strong connection. By truly listening, acting purposefully, and leading with conviction. The 5 phases immediately show where digital transformation stalls and which leadership interventions are needed now to create sustainable support.
Predicting the concrete impact of a digital transformation on an organization is a complex challenge. The starting point is often a plan that guides initiatives to achieve organizational goals. But how does this transformation affect our operational efficiency? What bottlenecks arise during implementation? And perhaps the most important question: ‘What does it deliver for the organization?’ While these questions can be answered in abstract terms (e.g. ‘more efficient processes’), it is more difficult to substantiate such claims with specific results. We often see in practice that simulation models are an effective but rarely chosen solution for this. These models make it possible to test and analyze in advance, enabling organizations to be better prepared for the implementation of a digital transformation.
In the first part , various forms of resistance in digital transformation were analysed, ranging from passive inertia to strong reactance. This second part focuses on interventions: specific actions organizations can implement to effectively address resistance. The world of behavioral economics is explored, along with interventions organizations can use to address inertia, skepticism, and reactance. Practical examples demonstrate how these interventions can be effectively applied for successful change management in digital transformation.
How the NCSC, together with Highberg, is building a shared identity for one national cybersecurity organization.
Some of the biggest companies improve their organizational culture through psychological safety, leadership and DEI. Decision-making, values and rituals and traditions also play a role in shaping a successful organization.