8 Mins
Published: May 23, 2025
Despite billions invested, digital transformations continue to fall short. Global spend has topped $911 billion, yet nearly two out of every three initiatives still miss the mark.
The problem isn’t the digital technology. It’s the human factors—uncertainty, disconnect and misalignment—that cause transformation to stall.
At Prosci, we help organizations turn bold business strategies into measurable results by equipping their people to adopt, sustain and lead change. Because transformation only works when your people do.
In this article, we share seven successful digital transformation initiatives. These real-world examples show how organizations achieved lasting impact by putting people at the center of their change journey. For anyone mapping their own digital transformation strategies, these lessons prove what’s possible when change is managed with clarity, structure and intent.
What is Digital Transformation?
System upgrades and new tools are just one part of digital transformation. It’s a strategic rethinking of how organizations operate that impacts every layer: technology, processes and, most importantly, people.
While business transformation is broader, encompassing cultural or operational shifts that may or may not rely on digital solutions, digital transformation focuses on technology-enabled change. To succeed, both rely on people who are prepared and equipped for change.
Key drivers of digital transformation
Digital transformation doesn’t happen in a vacuum. It’s driven by powerful forces that reshape industries and customer expectations. Organizations that ignore these shifts risk falling behind, while those that act with clarity and speed are positioned to lead.
Digital transformation journeys can be driven by:
- Emerging digital technology – Evolving AI, cloud services and advanced analytics are opening new paths for value creation and innovation.
- Rising customer service expectations – To achieve customer loyalty, businesses need to deliver seamless, personalized experiences across every touchpoint, and they’re quick to switch when the customer experience doesn’t meet expectations.
- Demand for agility and efficiency – In fast-moving markets, business models must adapt quickly. Digital tools enable smarter decisions, automate repetitive tasks, and power faster, more streamlined execution. They also enable new and more agile business models.
Together, these drivers make digital transformation a competitive imperative.
Why change management is critical to digital transformation
Digital transformation requires a shift in how people work, think and deliver value. That’s why success depends as much on strong project execution as it does on effective change adoption.
When project management and change management are aligned from the start, organizations can deliver both technical outcomes and lasting business results. The Prosci Unified Value Proposition demonstrates the power of this integration. It provides a framework for bringing together the technical and people side of change for sustained success.
Prosci Unified Value Proposition
Change is not spontaneous; it requires leadership to guide it from initial awareness to confident, sustained use. A structured approach to change management helps people prepare for change and supports them through every stage of their digital transformation journey. By placing people at the heart of this journey, the transformation pays off.
7 Successful Digital Transformation Examples
One of the most effective ways to lead transformation is to learn from those who’ve done it well. With global digital transformation spend reaching $911.2 billion in 2024—yet research showing that nearly two out of every three initiatives fail—it’s clear that ambition alone isn’t enough. You need a people-centered path to success.
Real-world examples offer proven models, reveal common challenges and show the measurable outcomes that come from applying change management with intention. From financial services to the world of entertainment, every story offers a unique lesson in what it takes to turn digital strategy into real-world results.
Mateco drives enterprise-wide digital transformation with localized, human-centric approach
Modernizing operations across borders
A leading provider of rental equipment and access solutions, Mateco set out to unify systems and processes across five countries—part of an ambitious digital transformation to replace outdated business processes. But rapid growth had created regional complexity; success depended on getting people across diverse markets to adopt new ways of working.
Building capability from within
To drive adoption from the inside out, Prosci provided customized training, expert advisory support and practical change management tools. The focus: building internal capability and enabling local teams to lead digital transformation efforts in their own contexts.
Empowering teams through local ownership
Using the Prosci ADKAR® Model, Mateco addressed individual concerns, mobilized local change agents and aligned global goals with employee experience and motivation. Personalized engagement helped teams connect the transformation to their daily work, ensuring adoption wasn’t forced, but fueled.
Unifying systems, accelerating impact
The project achieved 85% global alignment, a 30% reduction in admin time and a scalable, people-first approach to transformation. With Prosci as an ongoing strategic advisor, Mateco continues to evolve with confidence: driven by technology, sustained by people.
Prosci ADKAR Model
UKG unifies global operations with large-scale ERP transformation
From merger to momentum
Following a major merger, global HR and workforce solutions provider UKG faced the complex task of unifying enterprise systems for 12,000 employees. Redundant platforms and fragmented, manual processes were slowing performance and creating barriers to scalability—making ERP transformation a strategic priority.
Aligning project and change management
UKG embedded the Prosci Methodology into its ERP program, bringing together project and change management to drive adoption. The organization applied our ADKAR Model across teams and equipped people leaders, sponsors and business units to guide their teams through change.
Creating champions, not just users
To build enterprise-wide momentum, UKG launched a Champions Program, engaged functional readiness leads, and delivered tailored, role-based training. Change management became part of how work got done, not a separate initiative.
Scaling adoption across 50,000+ users
More than 56,000 users were successfully onboarded, over 1,000 team members actively engaged in the transformation, and change capability is now embedded into UKG’s core business operating model.
Global food company streamlines operations with large-scale SAP transformation
A recipe for enterprise modernization
To modernize core business systems, a global food manufacturer launched a multi-year transformation, replacing six legacy platforms with a unified SAP solution. The transformation spanned finance, procurement, and supply chain management and impacted over 500 users. Midway through the rollout, the company also had to integrate a newly acquired business, adding further complexity.
Driving transformation with structure and strategy
Prosci equipped internal teams with the tools, training and structure needed to manage change at scale. The organization applied the Prosci change management approach to strengthen sponsorship, align communication efforts and drive user adoption across all impacted areas.
Mobilizing change agents at every level
To build momentum and ease concerns, the company activated a network of 40+ change agents, delivered targeted coaching for leaders and embedded change management into project governance. This ensured that individuals had the support and confidence to adopt new systems successfully.
Success across functions and regions
The SAP solution was successfully delivered on time. Six outdated platforms were retired, 10% of annual spend was recaptured and internal teams built the capability to lead future transformations independently.
Texas A&M modernizes HR and payroll with people-first transformation strategy
Modernizing legacy systems across campuses
Texas A&M undertook a system-wide effort to replace its 35-year-old payroll system with a modern Workday platform, impacting 58,000 users across 11 campuses. The scope was massive and the team had to navigate stakeholder concerns, complex governance structures and deep-rooted organizational silos.
Laying the foundation with the Prosci Methodology
Prosci provided them with a structured approach to change. We helped them apply the Prosci 3-Phase Process and the ADKAR Model to guide adoption, build active sponsorship and create a repeatable roadmap for future transformation.
Bridging silos with sponsorship and support
Texas A&M built a system-wide sponsorship coalition, developed a robust change agent network, and tailored communications, training and coaching to different groups. Proactive strategies grounded in data and empathy ensured all concerns were addressed.
Launching with confidence—and building what’s next
The Workday platform launched successfully across all campuses. It successfully unified HR with payroll and related business processes, reducing operational risk, and embedding a scalable, people-first change capability that will support ongoing transformation efforts.
Prosci 3-Phase Process
SURA drives digital transformation in financial services through integrated change strategy
Balancing innovation with internal alignment
SURA, a multinational financial services firm, was navigating multiple high-impact initiatives at once—including digital innovation, office restructuring and regulatory changes. Success would require cultural alignment and employee engagement across borders.
Embedding change into the business
In partnership with Prosci, SURA strengthened internal capability by integrating change and project management practices. Executives received targeted sponsorship training, and teams across the business were equipped with role-based programs to support adoption.
Activating leaders, mentors and change agents
SURA certified 35 internal change practitioners, built a coalition of active sponsors, and launched mentoring and communication initiatives to engage teams at every level. HR was positioned as a key driver of transformation, ensuring people remained at the center of every initiative.
Powering growth with culture and capability
SURA added 2.3 million new clients, reduced turnover by 44%, and reached $706K cost-savings through increased customer and employee loyalty. Just as importantly, the organization built a repeatable model to support future digital and cultural transformations.
Drechtsteden integrates shared services through people-led transformation
Overcoming fragmentation in public service delivery
Drechtsteden, a regional Dutch government alliance, was operating with eight disconnected service desks. This resulted in inconsistent service delivery, fragmented processes and declining customer satisfaction across 11 municipal clients. Integration was essential, but success hinged on aligning people, not just systems.
Aligning teams with a structured approach
Prosci equipped Drechtsteden with a structured, research-based approach to guide the transition. Using our ADKAR Model, leaders and teams focused on individual adoption to ensure each employee could successfully navigate the shift to a unified service model.
Enabling change from within
The transformation emphasized clear, targeted communication that answered the question “what’s in it for me?” across all groups impacted by the change. Executive sponsorship, manager involvement and peer collaboration created a strong foundation for cross-functional alignment and commitment.
Measuring success through satisfaction and sustainability
All eight service desks were successfully consolidated into a single, streamlined model. Service accessibility improved, employee satisfaction rose to 7.9 out of 10, and Drechtsteden built lasting internal capability to lead future change.
Entertainment company boosts ERP success with enterprise-wide change capability
A turning point for transformation success
After previous change efforts had fallen short, a global entertainment company faced a critical test: implementing a complex ERP system across 1,200 employees. The stakes were high, and sustainable change depended on a new approach that would build trust.
Building change into the ERP journey
Through a multi-year engagement, Prosci provided strategic advisory services, hands-on training, and a change management license. The team leveraged assessments, stakeholder engagement, and executive coaching to guide ERP adoption and lay the foundation for long-term capability.
Scaling people-first practices
Over 60 staff were trained in the Prosci Methodology, sponsor coalitions were activated and a structured reinforcement plan was launched post–go live. Tailored communication and ongoing coaching helped embed change practices into the company’s culture, not just the project.
From stalled change to long-term success
The company achieved an 86% improvement in project success, built enterprise-wide trust in the change process, and extended its partnership with Prosci to support future transformation initiatives.
What these examples show us is clear: the organizations that succeed with digital transformation are the ones that prepare, equip and support people through change. Those that thrived with advanced technologies made change management a core part of their approach from day one.
Let’s take a closer look at why that matters—and how change management plays a critical role in shaping the success of digital transformation projects.
The Importance of Change Management in Digital Transformation
Big tech investments don’t guarantee big outcomes. No matter how advanced the solution, its value depends on how well individuals across the organization adopt and apply it in their daily work. That’s where change management becomes essential—not as a side activity, but as a strategic enabler of transformation.
Prosci research confirms the importance of a human-centric approach to transformation initiatives. Projects with excellent change management are significantly more likely to meet their objectives, especially in complex, enterprise-wide transformations.
Correlation of Effective Change Management With Success
When organizations implement a structured approach to change management, they can transition from reactive responses to intentional leadership of change. Tools like the ADKAR Model offer a systematic framework to build awareness, foster desire, develop knowledge and ability, and reinforce adoption at all levels of the organization.
When change management is built into digital transformation from the beginning, it helps reduce uncertainty, accelerate adoption and unlock the full value of the investment.
Digital Transformation Success Starts With Your People
Technology may spark transformation, but it’s people who carry it forward. The examples in this article prove one thing: when change management is built in from the start, transformation delivers real, lasting results—and a clear competitive edge. True success is about shifting mindsets, behaviors, and ways of working.
If you’re leading a digital transformation, don’t treat it like a tech rollout. Treat it like a people-powered movement—and lead it with purpose, clarity and the structure to make it stick.
