Client A leading bank.

Challenge A major digital programme faced pushback. Leaders thought people were resisting technology. Employees felt disconnected from the change.

What we measured Innovation and adaptability dynamics, plus wider team-behaviour heatmaps. The dominant group valued consistency and structure. Others wanted flexibility but felt constrained by hierarchy. The real barrier was cultural, not technical.

What we did

• Surfaced barriers to change with clear visual evidence

• Reframed leadership communication to connect digitalisation to purpose and growth

• Created structured chances for teams to shape the work, not just receive it

Impact

• Stronger engagement and ownership

• A visible shift towards experimentation

• Adoption increased. Digitalisation became an opportunity, not a threat

What they learned “It was not digitalisation people feared. It was being left behind.”