One of the fundamental challenges in driving digital transformation initiatives lies in a critical misalignment of perspectives and approaches. The traditional go-to-market strategy for digital transformation has been deeply flawed. IT professionals attempt to sell IT solutions to other IT professionals, all trying to solve operational technology (OT) problems they don’t fully understand. This creates a significant disconnect between the proposed solutions and the actual operational needs of the business.

This misalignment manifests in several key barriers to C-suite buy-in. First, there’s often a fundamental communication gap between those proposing digital transformation initiatives and those who need to approve and fund them. While technical teams focus on capabilities and features, C-suite executives must understand business outcomes, competitive advantages, and a clear return on investment.

The problem is compounded by the legacy of failed previous attempts at digital transformation. Many organisations have already experienced unsuccessful digital initiatives that consumed significant resources without delivering promised benefits. These past failures create organisational scepticism and make it increasingly difficult to gain support for new transformation efforts, regardless of their potential value.

Strategic misalignment presents another significant challenge. Too often, digital transformation initiatives lack a cohesive strategy that connects technical capabilities to business objectives. Without this clear strategic framework, C-suite leaders struggle to see how proposed investments will drive meaningful business results.

Perhaps most critically, many digital transformation initiatives start from the wrong place – focusing on technology solutions before fully understanding operational needs. True digital transformation must start on the plant floor, with a deep understanding of operational requirements and challenges. IT involvement is essential, but it should follow, not lead, the identification of operational needs and opportunities.

To overcome these challenges and gain C-suite support, the approach to digital transformation must fundamentally change.

First, proposals need to speak the language of business leadership – focusing on outcomes, competitive advantage, and measurable results rather than technical specifications and capabilities.

Second, initiatives should start small and demonstrate concrete results. By identifying and delivering quick wins that solve real operational problems, teams can build confidence and create momentum for larger transformation efforts. This approach helps overcome scepticism from past failures and demonstrates the practical value of digital transformation.

Finally, organisations need to build proper foundations for their digital transformation efforts. This means developing clear strategies that align technical capabilities with business objectives, conducting thorough assessments of current capabilities and needs, and creating realistic plans with measurable outcomes.

The path forward requires understanding that digital transformation represents a revolutionary change in how businesses operate, not just a technical upgrade. Success in gaining C-suite support depends on effectively communicating this vision in terms of business value and competitive advantage, demonstrating clear returns on investment, and building confidence through demonstrated results.

Organisations that can effectively bridge the gap between technical possibilities and business realities, creating clear value propositions that resonate with C-suite leadership, will find themselves better positioned to drive meaningful transformation and compete effectively in an increasingly digital business environment.