In today’s business world, everyone’s talking about digital transformation. It’s no longer just a tech trend—it’s the backbone of future-ready companies. But here’s a problem: who’s actually responsible for driving this change? Is it the IT department that knows the tools? Or is it the operations team that understands the business inside out?
1. 69% of organizations cite digital transformation as a top strategic priority
Why digital transformation is at the center of business strategy
Almost 7 out of 10 companies now place digital transformation at the top of their strategic agenda. That’s not surprising—tech is touching every part of the business, from customer experience to how teams work behind the scenes. But making it a priority and actually doing something about it are two different things.
Many leaders know that if they don’t transform, they’ll fall behind. Their competitors will move faster, serve customers better, and attract top talent with modern tools. That fear is real—and it’s pushing boards and CEOs to act quickly.
Strategic priority doesn’t mean strategic clarity
Here’s where things get tricky. Declaring digital transformation as a top goal is easy. What’s not easy is deciding who’s going to run it. The stat tells us it’s a strategic priority, but it doesn’t say whether there’s a clear roadmap, leadership structure, or support system in place.
And that’s the real problem. If a goal is important but ownership is unclear, things fall apart. Projects get delayed. Teams clash. Budgets get wasted.
What you can do
- If you’re a senior leader, define what “digital transformation” actually means for your company. Is it automation? Customer platforms? AI? Be specific.
- Align your leadership team on one goal. If IT wants new systems and Operations wants better workflows, those should feed into one master plan—not two separate ones.
- Make transformation part of performance reviews and KPIs for both IT and Ops leaders. That way, everyone has skin in the game.
2. 56% of digital transformation initiatives are led by IT departments
Why IT often takes the wheel
More than half of digital transformation initiatives are led by IT. That makes sense, at least on the surface. After all, they’re the ones who set up the software, run the networks, and understand the latest tech.
IT teams are usually the first to hear about new platforms, automation tools, and emerging technologies. So when the board says “Let’s go digital,” everyone naturally turns to the CIO.
The danger of tech-first transformation
But here’s the problem: transformation isn’t just about technology. It’s about changing how the business works. And IT alone doesn’t always understand the day-to-day pain points that operations deal with.
When IT leads without input from Ops, you get tools that don’t match real-world processes. You get dashboards that no one uses. You get automation that makes things worse, not better.
That’s when transformation fails.
What you can do
- IT leaders should treat operations as co-owners of digital initiatives from the start. Invite them to planning meetings. Map out their processes. Listen more than you talk.
- Create cross-functional squads for every transformation project. Each team should include IT specialists and Ops users who can test and tweak as you go.
- Use agile methods to release changes in phases. Get quick feedback. Adjust before scaling.
3. 37% of digital transformation efforts are spearheaded by operations teams
When operations leads the charge
Operations teams lead just over a third of transformation efforts. That may sound low compared to IT, but it’s still significant—and it’s growing. More companies now realize that transformation fails when it’s divorced from the real work of the business.
Ops understands where the bottlenecks are. They know what frustrates customers. They see the gaps in supply chains, service delivery, and compliance. In many cases, the most meaningful digital changes—like process automation or new customer flows—start with them.
Why operations-led transformation still struggles
The challenge is that operations teams don’t always have the technical skill to drive transformation alone. They may have great ideas, but they depend on IT to bring those ideas to life.
This creates friction. Ops wants changes now. IT says it’ll take three months. Ops wants user-friendly tools. IT wants scalable systems. If there’s no shared roadmap, things get messy fast.
What you can do
- If Ops is leading a project, pair them with a dedicated IT liaison. Not a help desk rep—a real partner with authority and influence.
- Build a joint backlog of digital initiatives, ranked by impact and effort. Review it together each quarter.
- Give Ops leaders some basic tech training—enough to understand timelines, security needs, and integration risks. That makes conversations smoother.
4. Only 7% of companies report equal ownership of digital transformation between IT and Operations
The cost of unequal ownership
Only a tiny 7% of organizations say IT and Operations share digital transformation equally. That’s an eye-opener. It means that in most companies, one side is driving the bus—while the other is either tagging along or left behind.
This imbalance causes serious problems. When IT leads alone, you get solutions that don’t fit the real business context. When Ops leads without enough IT support, the ideas might be strong but the execution fails. And when both think they’re in charge? You get power struggles, miscommunication, and finger-pointing.
Why shared ownership matters
Digital transformation isn’t an IT project. And it’s not an Ops initiative either. It’s a full business evolution. It affects customers, employees, partners—everyone. So both tech and operations need to be fully in sync.
Shared ownership doesn’t mean blurred lines. It means clear roles, aligned goals, and constant communication.
What you can do
- Create a transformation steering committee with equal representation from IT and Ops. They should meet regularly, not just during crisis moments.
- Define RACI (Responsible, Accountable, Consulted, Informed) roles for every project phase. This avoids confusion and builds trust.
- Celebrate joint wins. When a process improves because of a digital solution, highlight how both teams made it happen together.
5. 78% of CIOs say they are responsible for driving digital innovation
CIOs stepping up as transformation leaders
A whopping 78% of CIOs believe it’s their job to lead digital innovation. That’s a bold stance—and in many ways, a natural evolution of the CIO role. Today’s CIOs are not just tech guardians. They’re expected to spot trends, push boundaries, and turn IT into a revenue enabler.
This mindset shift is important. It means CIOs are no longer satisfied just keeping the lights on. They want to shape the future of the business. And they’re being held accountable for results—not just system uptime.
The danger of going it alone
But even as CIOs embrace this responsibility, they must be careful not to do it in a vacuum. Innovation that doesn’t include Operations is likely to hit roadblocks fast. It won’t scale. It won’t stick. And it won’t deliver true value.
Being a transformation leader means building alliances. Especially with Ops.
What you can do
- CIOs should spend time shadowing Ops teams. See the work. Understand the problems. It changes your perspective.
- Host monthly “tech meets process” forums where both sides share upcoming plans and explore how to collaborate.
- Tie part of the CIO’s success metrics to adoption and ROI—not just rollout and completion. That way, innovation is judged by impact, not activity.
6. 65% of COOs believe they should lead digital transformation due to its process-centric nature
Why COOs feel transformation is their turf
COOs are the heartbeat of operations. They live in the details—how things work, where they break, and what customers need. That’s why 65% of them believe they should lead digital transformation. And honestly, they have a strong case.
Most transformation initiatives are deeply process-driven. Whether it’s reducing cycle times, automating manual work, or improving service delivery—it all ties back to operations. So COOs see digital tools as a way to fix what’s broken and make the business run better.
But leading alone isn’t the answer
Here’s where it gets tricky. Just like IT can’t succeed without business input, Operations can’t lead transformation alone either. COOs may know what needs fixing, but they often lack the technical expertise to execute those fixes effectively.
Transformation is a team sport. COOs may set the vision, but they need IT to bring it to life. And that requires deep trust and shared planning.
What you can do
- Have the COO and CIO co-create a digital roadmap. One brings the “what,” the other brings the “how.”
- Empower Ops teams with low-code or no-code tools. That lets them innovate faster while still staying within IT guardrails.
- Start small. Identify one critical process. Let Ops redesign it and IT digitize it. Use it as a blueprint for scaling up.
7. 84% of digital transformation projects involve collaboration between IT and Ops teams
Collaboration is no longer optional—it’s expected
Most companies now realize digital transformation can’t succeed in silos. A strong 84% of projects involve both IT and Operations working together. That’s a big shift from a few years ago when departments worked more independently or even guarded their turf.
This stat shows us that companies are waking up. They know that building a new system without thinking about how people use it is a mistake. And they understand that changing how work gets done without upgrading the tech won’t stick either.
But collaboration doesn’t always mean coordination
Just because two teams are working on the same project doesn’t mean they’re aligned. In many cases, IT and Ops are pulled together late in the game—after plans have already been made. That leads to tension, rework, and wasted time.
True collaboration means starting together, planning together, and solving problems side by side.
What you can do
- Involve both IT and Ops at the idea stage—not just execution. Brainstorm together. Define goals and success measures together.
- Use joint working groups with clear owners from each side. Make sure both teams feel heard and valued.
- Watch the language. IT might talk about “APIs” while Ops thinks in terms of “customer journey.” Create a shared vocabulary to keep things clear.
8. 41% of failed transformation efforts lacked cross-functional coordination
The hidden reason many projects fail
Almost half of all digital transformation failures trace back to poor coordination between teams. That’s a huge number—and it’s something many companies don’t talk about enough. It’s easy to blame the software, the vendor, or the budget. But more often, the problem lies in how people worked (or didn’t work) together.
Cross-functional coordination means more than scheduling meetings. It’s about aligning incentives, breaking down silos, and having clear ownership. Without that, even the best strategy can fall apart.
Why coordination breaks down
Sometimes, departments aren’t used to working together. IT might be focused on system security while Ops wants faster implementation. These goals can clash if not managed well.
Other times, teams get protective. They don’t want others questioning their domain. Or they worry about losing control. These soft issues often get ignored—but they’re at the core of many failed efforts.
What you can do
- Use project charters that list all involved functions, their roles, and shared goals. Keep it simple but visible.
- Designate a neutral facilitator for big transformation projects—someone who understands both sides and can bridge gaps.
- Build a shared scoreboard. When both IT and Ops track the same outcomes, they naturally coordinate better.
9. 62% of businesses report siloed ownership as a key barrier to digital progress
Silos are the enemy of speed
More than 6 in 10 businesses say siloed ownership is slowing down their digital transformation. That’s a serious issue. When teams hoard information, protect their turf, or act independently, the whole company suffers.
Silos create delays. They confuse employees. They frustrate customers. And worst of all, they kill momentum. In a fast-moving world, silos are like speed bumps—only they keep getting taller.
How silos form—and how to break them
Silos often form unintentionally. As companies grow, departments specialize. They build their own systems, processes, and metrics. Over time, collaboration becomes harder. People default to working inside their own bubble.
The good news? Silos can be broken. But it takes intention, not just hope.
What you can do
- Start by mapping your existing ownership model. Who controls what? Where are the overlaps? Where are the gaps?
- Assign transformation “connectors”—people whose job is to work across departments and keep things aligned.
- Reward teamwork. Make cross-functional collaboration part of how performance is measured and recognized.
10. 72% of IT leaders say they face resistance from operations during transformation rollouts
The quiet tension between IT and Ops
Transformation should be exciting—but often, it feels like a battle. A staggering 72% of IT leaders say they face pushback from operations when they try to roll out new systems or tools. This isn’t about a lack of ambition—it’s usually about fear, frustration, or fatigue.
Ops teams are under pressure. They’re juggling deadlines, keeping customers happy, and maintaining smooth operations. When IT rolls out a new platform, it can feel like just another thing to deal with. Especially if they weren’t involved in the design.
Where resistance really comes from
Most resistance isn’t loud. It shows up in subtle ways—missed meetings, delayed feedback, lack of adoption. And it usually comes from a place of not feeling heard. If a tool doesn’t make someone’s job easier, it becomes just another burden.
It’s not that Ops doesn’t want change. They just want change that works.
What you can do
- Involve Ops users in testing and feedback cycles before rollout. Don’t wait until after the launch to ask what they think.
- Translate technical benefits into operational language. Show how it reduces errors, speeds up workflows, or improves customer response times.
- Set up a “voice of operations” channel during implementation. Make sure there’s a clear path for frontline feedback—and act on it visibly.
11. 60% of operations leaders believe IT does not fully understand frontline processes
The empathy gap
There’s a trust gap here—60% of Ops leaders feel that IT doesn’t really understand the ins and outs of how work gets done on the ground. And that’s a problem, because if tech solutions don’t reflect the real world, they won’t work.
Frontline processes are messy. They vary by region, by customer, by time of day. It’s not always documented. It’s not always logical. But it’s real. And unless IT takes the time to understand that complexity, they’ll design systems that fall flat.
Why this matters
Tech is supposed to make work easier. But when it ignores the real flow of operations, it often adds confusion instead. This leads to low adoption, rising workarounds, and growing tension between teams.
What Ops wants is simple: tools that fit their work—not the other way around.
What you can do
- Encourage IT teams to do “process walks.” Spend time observing how work happens in the real world—on the shop floor, in the contact center, or wherever the action is.
- Use process mapping sessions with joint teams. Let Ops draw how they work. Then let IT ask questions to understand it deeply.
- Share success stories where IT nailed the frontline needs. Use those wins to build trust and momentum.
12. Companies where IT and Ops jointly lead digital initiatives are 2.4x more likely to achieve their goals
When partnership becomes performance
This stat says it all: organizations that build true IT–Ops partnerships are more than twice as likely to hit their digital goals. Not a little more. Not slightly better. Two-point-four times more likely. That’s a huge return from simply working better together.
It’s not magic—it’s logic. When you bring tech expertise and operational insight together from the start, you solve real problems with realistic tools. You move faster, avoid rework, and get stronger buy-in.
Joint leadership = shared success
The most effective companies don’t put one team “in charge” and the other “on call.” They build joint ownership from day one. They share the risk. They share the credit. And they push each other to think smarter.
In those organizations, digital transformation doesn’t feel like a side project. It feels like business as usual—just done better.
What you can do
- Start every new initiative with a joint kickoff. One project, two leaders—one from IT, one from Ops.
- Set shared KPIs for every digital initiative. Make sure both sides are measured by outcomes, not just inputs.
- Build a culture of joint storytelling. When you present results to the board, do it together. One voice, one win.
13. 47% of enterprises now have a dedicated Chief Digital Officer (CDO) to bridge IT and Ops
The rise of the CDO
Almost half of all enterprises now have a Chief Digital Officer in place. That’s a clear sign that companies are recognizing the need for a new kind of leadership—one that can bridge the gap between IT and Operations.
The CDO isn’t there to replace the CIO or COO. They’re there to connect the dots. Their job is to translate tech capabilities into business outcomes, and business needs into digital priorities. They act as a translator, a strategist, and a catalyst all at once.
Why a CDO makes a difference
Many digital efforts stall because of misalignment. IT sees potential, Ops sees problems. The CDO sits in the middle, making sure both sides are moving in the same direction. They coordinate roadmaps, streamline communication, and help remove friction before it builds up.
CDOs are also focused on speed. They’re not there to maintain the status quo—they’re there to shake things up and move the business forward.
What you can do
- If your company doesn’t have a CDO, ask: who is playing that role informally? Someone has to bridge the gap—make sure it’s intentional, not accidental.
- If you have a CDO, make sure they have access, authority, and air cover. They need to influence both strategy and execution to succeed.
- Encourage the CDO to focus on quick wins early. Prove value fast, and use that momentum to tackle bigger transformation goals.
14. Only 22% of digital transformation budgets are jointly managed by IT and Operations
Who controls the money?
Follow the money—and you’ll see who’s really in charge. In most companies, digital transformation budgets are still owned by IT. Only 22% are jointly managed by both IT and Ops. And that’s a problem.
Why? Because ownership drives decisions. If one team holds the purse strings, they get to set priorities. They get to choose vendors. They get to decide what gets done now, and what gets delayed. That can lead to imbalances and tension.
Budgeting isn’t just financial—it’s strategic
Joint budgeting forces alignment. It means both teams have to agree on what matters most. It sparks conversations about trade-offs, timelines, and impact. It builds shared accountability from the start.
When IT and Ops share the budget, they’re not just co-pilots—they’re co-investors.
What you can do
- Propose a joint budgeting model for major transformation programs. Split the funding, but plan it together.
- Create a “transformation fund” that sits outside individual departments. Use it for cross-functional initiatives with shared governance.
- Track ROI together. Show how each dollar spent improves both tech performance and business outcomes.
15. 74% of organizations say ownership conflicts between IT and Ops slow down innovation
Turf wars are innovation killers
Three out of four organizations say that internal ownership conflicts are slowing them down. That’s huge. In a world where speed and agility are everything, internal politics can be more dangerous than external competition.
These conflicts often start small—a disagreement over a platform choice, a debate about who should run a pilot. But if not managed, they grow. They cause delays, sap morale, and turn collaborative projects into power struggles.
Why these conflicts happen
At the heart of most conflicts is a lack of clarity. Who decides what? Who gets the final say? Who owns success—and failure?
Without clear roles and shared goals, every decision becomes a negotiation. And that slows everything down.
What you can do
- Use a responsibility matrix to define roles clearly before each initiative starts. Be specific—not just who’s involved, but who decides.
- If a project spans departments, assign a neutral program lead. Someone focused on outcomes, not territory.
- Build joint innovation goals into leadership incentives. When both IT and Ops benefit from moving fast together, they find ways to do it.
16. 58% of digital investments are controlled solely by the IT department
When IT holds the purse
More than half of all digital investments are still fully controlled by the IT department. That might sound efficient on paper, but it often creates misalignment between what’s being built and what’s actually needed on the ground.
If IT is the sole gatekeeper of digital spending, you run the risk of tech-first thinking. That means choosing systems based on features, integrations, or trends—not necessarily on what improves real workflows or customer experience.
The problem with centralized control
When budgets are centralized in IT, operations teams often feel sidelined. Their input might be “consulted,” but not decisive. As a result, the tools they receive don’t always solve their pain points. Even worse, those tools might be overly complex, underused, or simply irrelevant.
This dynamic also puts pressure on IT to guess what the business wants. And when they get it wrong, they get blamed. Nobody wins.
What you can do
- Shift from project-based funding to value-based funding. Let both IT and Ops co-own investment decisions based on business outcomes.
- Set up a quarterly review of digital spend with both CIO and COO in the room. Transparency builds trust and leads to better decisions.
- Pilot a co-funding model for a few projects. Track how shared ownership impacts delivery speed, adoption, and satisfaction.
17. 39% of operations leaders cite lack of IT support as a top transformation obstacle
Feeling left behind
Nearly 4 out of 10 Ops leaders say they’re not getting the IT support they need to transform. That’s a big deal. It means there’s a growing gap between what business units want and what IT can deliver.
Sometimes it’s a capacity issue—IT teams are already swamped. Other times it’s a communication issue—requests from Ops get lost in a sea of tickets or aren’t framed in ways IT can act on. And in many cases, it’s a matter of priority—what Ops sees as urgent might not rank high in IT’s queue.
Why this matters
If operations can’t move forward digitally, the whole business stalls. Delays in support lead to shadow IT, where Ops buys their own tools without IT involvement. That leads to integration nightmares, data silos, and security risks.
Worse, it breeds frustration and distrust between teams that need each other.
What you can do
- Establish a dedicated IT partner for major Ops units. Not a help desk contact—a strategic ally who understands the function’s goals.
- Create a shared backlog of transformation needs, prioritized jointly. Review it every month and update the business on progress.
- Set SLA agreements specifically for Ops transformation requests. This builds accountability and ensures focus where it’s needed most.
18. 82% of IT leaders want more autonomy in setting transformation strategy
IT wants a bigger seat at the table
The vast majority of IT leaders—82%—say they want more control over the direction of digital transformation. That’s not about power for power’s sake. It’s about being trusted to help shape the future of the company, not just implement someone else’s vision.
This shift is important. IT isn’t just a service provider anymore. It’s a strategic partner that sees across the entire organization. It knows the infrastructure, the data, the risks, and the trends. And it wants to use that insight to lead.
The case for IT-driven strategy—with balance
While it’s great that IT wants to lead, this must be balanced with business insight. IT has deep technical knowledge, but not always the full view of frontline challenges. The best strategies are co-created, blending tech innovation with business context.
Too much autonomy, without business alignment, can lead to fancy tools with no real use. But too little autonomy stifles innovation.
What you can do
- Include IT leaders in early-stage business planning—not just execution meetings. Let them help shape the “why,” not just the “how.”
- Encourage IT to propose transformation opportunities proactively. Build a culture where tech suggests—not just reacts.
- Align incentives. If IT is helping lead strategy, part of their success metrics should be tied to business impact and adoption.
19. 49% of Ops leaders demand a bigger seat at the digital transformation table
Operations wants in—and rightly so
Nearly half of all Ops leaders are now pushing for more say in digital transformation. They’re not just asking for better tools. They’re asking to help shape the future of how work gets done. And honestly, they should.
Operations runs the day-to-day engine of the business. They understand what’s broken, what’s working, and where improvements can make the biggest impact. So when they don’t get a voice early on, transformations miss the mark.
Why Ops has felt left out
Historically, transformation discussions happened in IT boardrooms, with Operations brought in once a solution was already chosen. By then, it’s too late to adjust based on frontline feedback. So Ops ends up reacting instead of shaping.
That approach leads to solutions that don’t fit. And it’s why more Ops leaders are now stepping up and saying, “We need to be in the room from the start.”
What you can do
- Invite Ops leaders to sit on digital steering committees. Don’t just inform them—give them equal decision-making power.
- Run joint ideation workshops where IT and Ops brainstorm transformation ideas together.
- Make “voice of operations” part of every pilot review. If a tool doesn’t make their lives easier, it’s not a win.
20. Organizations with clear transformation leadership structure are 3x more successful
Clarity beats chaos
The numbers don’t lie—organizations with a clear leadership structure for digital transformation are three times more likely to succeed. That’s a massive difference, and it points to a simple truth: ambiguity kills momentum.
Without clarity, teams don’t know who’s in charge. Projects drift. Conflicts arise. And good ideas die in meetings. But when everyone knows who leads, who supports, and who decides—things move faster and smoother.
The danger of “shared ownership” without structure
It’s easy to say “everyone owns transformation.” But without defined roles, that becomes an excuse for indecision. Shared ownership only works when responsibilities are clearly split and documented.
Leaders need to be visible. Teams need to be accountable. And progress needs to be measurable.
What you can do
- Create a transformation leadership framework that defines roles at every level—strategic, tactical, and operational.
- Assign an executive sponsor for every major initiative. This person owns the outcome and unblocks issues quickly.
- Communicate the structure to the whole company. Clarity isn’t just for the leadership team—it’s for everyone involved.
21. 66% of digital projects require end-to-end collaboration across IT and Ops
Transformation is never isolated
Two-thirds of digital initiatives can’t be completed by one team alone—they require full collaboration from IT and Operations, start to finish. That’s because modern transformation isn’t just about launching tools. It’s about reimagining how work flows through the entire organization.
From system design to training to continuous improvement, IT and Ops are both critical. You can’t hand something off halfway and expect it to work.
The risks of fragmented delivery
When teams don’t work together from end to end, projects break in the handoff. IT might design a feature that doesn’t fit the workflow. Ops might implement a new process that the tech can’t support. And when things go wrong, blame starts flying.
End-to-end collaboration prevents that. It keeps everyone aligned through the full lifecycle—from concept to deployment to optimization.
What you can do
- Use joint planning documents that map both technical and operational steps for each project phase.
- Set up cross-functional working groups that stay involved from kickoff to post-launch support.
- Hold joint retrospectives after each project. What worked? What didn’t? What needs to change next time?
22. 55% of companies report unclear accountability between IT and Operations
Accountability gaps create transformation drag
More than half of companies admit they aren’t clear on who’s responsible for what when it comes to digital transformation. That’s a problem. Unclear accountability leads to slow decision-making, duplicated efforts, and projects that stall when things go sideways.
When nobody owns a step—or when multiple teams think someone else does—progress halts. Resources go to waste. And even great ideas lose momentum.
Why this keeps happening
In many organizations, IT and Ops work on overlapping tasks without defining the dividing lines. A new system might need IT to build it—but Ops to drive adoption. If those responsibilities aren’t assigned upfront, it turns into a game of hot potato.
Also, many leaders assume alignment will “just happen” as teams work together. It won’t. Clarity needs to be designed, not assumed.
What you can do
- Before any project kicks off, assign one accountable owner per outcome—not per task. Use the RACI model to break it down.
- Document responsibilities in a shared, visible space. Everyone involved should be able to answer: “Who’s accountable for this part?”
- Revisit accountability mid-project. As scope changes, so do responsibilities. Don’t let roles drift without realignment.
23. 33% of Ops-driven digital initiatives fail due to poor tech integration
Great ideas, bad execution
A third of Ops-led transformation projects fail because they can’t connect properly with existing tech systems. That’s a tough pill to swallow—especially since many of these ideas are genuinely valuable. They just hit a wall when it’s time to plug in.
This happens when operations teams work in isolation, choosing tools that look good on the surface but don’t mesh with the broader ecosystem. Without early IT involvement, integration becomes a painful (and often expensive) surprise.
It’s not about blaming Ops
Ops teams don’t fail because they’re careless—they fail because they don’t always have the technical lens to see integration risks. That’s why early collaboration is key. IT must be involved before purchases are made, not just after.
It’s not enough to find a tool that works—it has to work with everything else.
What you can do
- Build a checklist for digital initiatives that includes an “integration feasibility” step early in the process.
- Assign IT advisors to all Ops-led digital projects—even if they’re small. A 15-minute review can save months of rework.
- Use a shared tech stack guide. List approved tools, systems, and APIs so teams don’t work blind.
24. 29% of IT-led projects face operational pushback that delays implementation
When Ops pushes back, everything slows down
Nearly a third of IT-led digital projects run into resistance from operations. This can range from minor hesitations to full-on refusal to adopt a tool. Either way, it causes delays—and sometimes derails the entire rollout.
The reasons vary. Sometimes the tool doesn’t fit how Ops actually works. Other times, it’s about timing, training, or just change fatigue. Whatever the cause, the result is the same: delay, cost, and friction.
What’s really going on
Pushback isn’t a sign of rebellion—it’s a signal that something’s misaligned. Maybe the problem wasn’t clearly defined. Maybe the solution was chosen too early. Or maybe Ops just wasn’t brought in soon enough.
Listening to that resistance can be the key to building better solutions and avoiding repeated mistakes.
What you can do
- Hold pre-rollout “readiness reviews” with Ops teams. Are they trained? Do they see the value? What do they need?
- Bake adoption metrics into every launch. Track not just completion—but usage, satisfaction, and workflow impact.
- Be willing to pause. If you sense resistance growing, stop and listen. A short delay now can prevent a total failure later.
25. 71% of CEOs expect CIOs and COOs to work as transformation co-leaders
Leadership alignment starts at the top
More than 70% of CEOs now expect their CIOs and COOs to jointly lead digital transformation. That’s not just a suggestion—it’s a mandate. CEOs want to see their technology and operations chiefs locked in step, driving change together, not separately.
This expectation makes sense. CIOs bring the tech vision. COOs bring operational depth. Together, they have the full view needed to make smart, fast, and scalable decisions.
But expectations aren’t the same as execution
Just because CEOs expect it doesn’t mean it’s happening. Many CIOs and COOs still operate in parallel, checking in only at key milestones or when something breaks. That’s not co-leadership. That’s a joint report to the same boss.
Real co-leadership means shared planning, shared KPIs, and shared accountability. It requires both leaders to challenge each other—and support each other.
What you can do
- Establish weekly syncs between the CIO and COO focused only on transformation—not operations or IT maintenance.
- Build a joint vision deck that outlines where the company is going digitally, and how both teams will get there.
- Present transformation updates to the board as a team. One voice shows alignment and reinforces shared leadership.
26. 46% of Ops leaders feel IT over-prioritizes technology over business outcomes
It’s not about the tech—it’s about what the tech does
Nearly half of Ops leaders say IT is too focused on the tools, not the results. That frustration is growing, and it’s easy to understand. From the Ops side, every new platform or system is supposed to solve a real problem—reduce delays, cut costs, improve service.
But too often, what they get is a tech-heavy solution that checks all the IT boxes but misses the business goals.
Where IT and Ops talk past each other
This divide isn’t intentional. IT teams want to deliver value. But when they’re buried in vendor specs, security protocols, and integrations, the business goals can get blurry. And if Ops leaders aren’t involved throughout, that blur never clears.
The result? Beautiful dashboards no one uses. Automated workflows that still need manual workarounds.
What you can do
- Require every IT-led project to include a clear business outcome statement, reviewed and approved by Ops.
- Create a “why it matters” brief for every tool rollout—written in business language, not tech specs.
- Ask Ops to rate every completed project on its business value—not just technical success. Use that to guide future work.
27. 64% of IT teams report frustration with lack of operations-driven insights
IT wants guidance, not just requests
On the flip side, nearly two-thirds of IT teams are frustrated by the lack of useful insights from operations. They often get vague requests like “We need automation” or “We need better reporting,” but little detail about what’s actually broken or how success will be measured.
This leaves IT in a tough spot—trying to solve problems they don’t fully understand with tools that may or may not help. That’s a recipe for wasted effort and rising tension.
Why the disconnect happens
Ops leaders are busy. They may not know how to frame their needs in a way IT can act on. And many don’t feel comfortable discussing technical constraints or possibilities.
So they generalize. IT fills in the blanks. And the end result is often off the mark.
What you can do
- Create short intake templates for Ops to submit transformation requests. Ask for the process, the pain points, the people impacted, and the desired outcome.
- Run monthly “Ops x IT Insight” sessions where frontline users share what’s working—and what’s not—with their tools and workflows.
- Place a business analyst between IT and Ops. Someone who speaks both languages and can translate needs into action plans.
28. Cross-functional digital teams outperform siloed efforts by 35% in time-to-value
Speed loves collaboration
Digital teams that bring IT and Operations together from day one move 35% faster in delivering value. That means projects go live sooner, users see benefits earlier, and companies start seeing ROI faster.
Why? Because cross-functional teams reduce handoffs. There’s no waiting for sign-offs from another department or reworking what was built in isolation. Instead, problems are solved in real time, and solutions are shaped with both tech and business input.
The case for true cross-functionality
It’s not enough to call a team “cross-functional” because it has members from different departments. The real power comes when those team members are empowered to make decisions together, solve problems on the spot, and own outcomes as a unit.
When that happens, not only does delivery speed improve—so does team morale, user satisfaction, and long-term adoption.
What you can do
- Staff digital project teams with decision-makers from both IT and Ops. Not just attendees—owners.
- Give cross-functional teams shared goals and metrics. Success should be measured as one unit.
- Keep teams together for more than one project. The longer they collaborate, the more effective and aligned they become.
29. 88% of organizations are re-evaluating their transformation governance structure
The way you lead change is changing
Nearly 9 out of 10 companies are now taking a hard look at how they govern digital transformation. They’re realizing that old models—top-down, siloed, waterfall-style—aren’t built for speed, scale, or collaboration.
Instead, companies are shifting toward agile governance, shared accountability, and structures that empower teams at every level.
Why governance matters more than ever
Digital transformation is messy. It crosses departments, systems, and customer touchpoints. Without the right governance, things fall through the cracks—budgets get misallocated, priorities get confused, and progress stalls.
Good governance doesn’t slow things down. Done right, it speeds things up—because everyone knows how decisions are made, who to talk to, and what success looks like.
What you can do
- Audit your current transformation governance. Where are decisions made? Who’s accountable? Where are the bottlenecks?
- Create a tiered model: executive steering group, program-level owners, and agile delivery squads.
- Make governance visible and accessible. A simple hub or dashboard that shows project owners, statuses, and decisions can transform alignment.
30. Companies with transformation steering committees including IT & Ops have 50% higher project ROI
Structure drives results
When companies include both IT and Operations on their digital transformation steering committees, they see 50% better returns on their projects. That’s not a small bump—that’s a massive difference in value and impact.
This stat drives home the most important message in this entire article: digital transformation is not the job of one department. The most successful companies treat it as a shared mission, with shared oversight, shared leadership, and shared outcomes.
Why joint steering committees work
When IT and Ops steer transformation together, you get smarter decisions. Trade-offs are discussed openly. Risks are flagged earlier. And opportunities for acceleration are spotted before they’re missed.
These committees also help maintain alignment as the business evolves. Priorities shift. Resources move. A joint committee ensures the transformation stays focused on what matters most.
What you can do
- Set up a transformation steering committee with equal seats for IT, Ops, and executive leadership.
- Keep meetings focused on strategy, blockers, and big-picture alignment—not micromanagement.
- Review KPIs quarterly. What’s delivering value? What needs to pivot? Use data, not politics, to guide decisions.
Conclusion
Digital transformation isn’t a tug-of-war between IT and Operations. It’s not about who holds the title, who manages the budget, or who has the louder voice in the boardroom. It’s about building a bridge—a structured, intentional partnership where both teams are equally responsible for shaping the future of the business.
