From IT expert to change leader: how David successfully shaped the digital transformation

Why change management is indispensable for IT experts

Technological innovations are rapidly changing the banking world. However, IT projects often fail not because of the technology - but because of resistance from employees. David Wehrl, an experienced IT expert at a bank, is experiencing exactly this: he wants to introduce a digital solution, but the specialist departments are blocking it. He asks himself: 

What is the reason for this - and how can he successfully accompany the change?

Status quo: technology meets resistance

David loves implementing new technologies and making processes more efficient. His latest project: a digital workflow tool that automates approval processes and reduces the flood of paper.  

But instead of enthusiasm, he is met with skepticism and he keeps hearing from different sides:
❌ "The old system works!"
❌ "New software again?"
❌ "We don't have time for that!"

David is frustrated. He doesn't understand why the specialist departments are resisting such an obvious improvement.  

From frustration to realization: the emotional side of change

😤 Annoyance: "Why don't people understand that this is a relief for them?"
🤯 Overload: He constantly has to mediate between IT language and business language.
🧐 Insight: Change means uncertainty - not everyone is as tech-savvy as he is.  

David slowly realizes that resistance is not rejection, but often an expression of uncertainty. He not only has to be an IT expert, but also a communicator and change manager.

Change management in practice: How David wins over his colleagues

David decides to change his strategy. He no longer relies solely on technical arguments, but uses proven change management methods:  

Method 1: Stakeholder analysis: Who needs what information?

David identifies the most important groups, i.e. the decision-makers and those affected, and puts himself in their shoes by means of a thought experiment:  

• Top management: Needs clear figures & efficiency improvements.  
• Employees: Want simple, understandable solutions.  
• Team leaders: Fear that their teams will be overwhelmed.  

He develops a customized communication strategy for each group so that he can send messages that are appropriate for the recipient.  

Method 2: Storytelling instead of technical jargon: selling change emotionally

Instead of arguing with technical details, David tells a story:  

Before: "The new tool reduces processing times by 25 %.
Now: "Just imagine: An application is approved in minutes, no more long waiting times. More time for your actual tasks."  

The response is immediately better - the employees understand the personal benefit the innovation brings them.

Method 3: Pilot groups: Start small, make a big impact

David is introducing the new tool step by step instead of rolling it out immediately throughout the bank. He starts with small pilot teams that test the system and provide valuable feedback. This allows problems to be identified and improved at an early stage. Initial success stories demonstrate the benefits of the solution and arouse interest in other departments. At the same time, David takes the time to take the teams' concerns seriously. He discusses their concerns with them and shows how the new tool makes their work easier. As a result, the employees feel heard and are more willing to embrace the change.

Gradually, acceptance is increasing - even the skeptics are convinced by the positive experiences.

From IT expert to change leader

With his new approach, David manages to successfully accompany the change:  

• The new system will be rolled out gradually throughout the bank.  
• The specialist departments feel heard and involved.  
• David is not only perceived as an IT professional, but also as a bridge builder between technology and business.  

‍HisLearning?

• ‍‍Technologyis only half the battle - real change needs people who actively shape it.  
• Successful change starts with communication, empathy & change management.

What you can learn from David's story

• Technology alone is not enough - people have to understand and accept it.
• Storytelling & stakeholder communication make IT projects more successful.
• Pilot groups help to reduce uncertainties and make successes visible.

Get started now

🔎 Do you recognize yourself in David's story? Are you involved in an IT or digitalization project and realize that technical knowledge alone is not enough? Perhaps you want to develop your communication, change management or storytelling skills to better support change in your company?

On our platform, you will find suitable training courses, input and inspiration to strengthen precisely these skills. After all, technological transformation starts with the right people - and the right skills. Take a look and find the training that will take you to the next level! 🚀