Client

A leading bank delivering a major digital transformation programme.

Challenge

A major digital programme was losing momentum. Leaders believed employees were resisting the technology itself. Employees, however, felt disconnected from the change and unsure how it related to their work, purpose and future growth.

The issue was not technical adoption alone. It was a gap in meaning, trust and involvement.

What we measured

Synthosys measured innovation and adaptability dynamics, alongside wider team-behaviour heatmaps. The data showed that the dominant group valued consistency, structure and predictability. Others wanted more flexibility and experimentation, but felt constrained by hierarchy.

This made the real barrier visible. Digitalisation was not being resisted because people were anti-technology. It was being experienced as something imposed from above.

What we did

We surfaced the barriers to change using clear visual evidence. This helped leaders move away from assumptions and see where the system was creating friction.

We reframed leadership communication so digitalisation was connected to purpose, growth and practical value, not just efficiency. We also created structured opportunities for teams to shape the work, rather than simply receive instructions.

Impact

Engagement and ownership improved. Teams became more willing to experiment, ask questions and participate in the change process.

Adoption increased because digitalisation stopped feeling like a threat. It became something people could understand, influence and use.

What they learned

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