https://www.mdu.se/

This study addresses the issue of a high failure rate for digital transformations and the neglect of working with social aspects of technological changes by answering the question How can organizations work with change management within a digital transformation project to facilitate a change? The study follows a qualitative approach where a case study involving interviews was conducted at a globally leading manufacturing company within the automotive industry. The case study investigated a project which involved a new production concept with new technology and methods of working, which has inspired further projects and started a digital transformation journey at the case company. The topics highlighted in this study involve how people perceived resistance and readiness within the project, leadership, and how the digital change was designed. The study concluded: 1) the environment of the change does not necessarily affect the chosen approach 2) technology characteristics set scope and time frame, 3) analyzing people’s previous change experiences and ensuring voluntary participation may reduce resistance, 4) both task- and people oriented leaders are necessary, 5) digital projects may benefit from ensuring autonomy and a distance to hierarchical structures, 6) a digital strategy must be clearly formulated and communicated, and 7) both a project- and change management model should be adopted. Further research needs to be conducted on projects in different practical settings and conditions.