Al Mamsha Street 10

The project team recognized the need for strong digital infrastructure, but the broader organization lacked urgency. Many saw the transformation as IT-driven, not crucial for the business. Without a shared sense of urgency, departments prioritized daily tasks over the project. Change management theory highlights the importance of creating urgency for successful transformation. Without it, engagement stays shallow, and the change seems optional, not necessary. Limited sense of urgency. While the need for robust digital infrastructure was well recognized by the project team, this sense of urgency was not shared across the broader organization. For many departments, the transformation was perceived as an IT-driven exercise rather than a business-critical evolution. Without a shared recognition that the status quo was unsustainable, departments often prioritized other day-to-day matters over contributing to the project. Change management theory emphasizes that creating urgency is the first critical step in any transformation journey. Without it, engagement remains superficial and the change may be perceived as optional rather than essential.