More Than a Question of Mindset: Psychological Challenges of Digital Transformation

Agile digital transformation is favoured in modern leadership and New Work contexts, promising innovative management concepts. However, these are often based on models which imply that managers’ mindsets can be reprogrammed and that transformation leads to functional end states. Psychologically, transformation is more complex, involving resistance, confusion, and setbacks. Effective transformation is shaped by corporate cultures and requires complex coordination processes. This paper examines psychological models of transitioning from traditional to agile management, analysing digital work and corporate cultures across various companies.