AP4-1

The group chairman strongly supported the project for digital transformation at Mahram, emphasizing its strategic importance. Although he wasn't the project leader, his active involvement signaled top-level sponsorship. However, the lack of a dedicated transformation leader led to operational issues between IT and operational teams, causing confusion and resistance. Departmental silos remained, with no clear performance indicators for digital adoption. Many staff viewed the transformation as unnecessary or threatening. The presence of a guiding coalition was noted. The group chairman initiated and strongly supported the project. He understood the strategic importance of digital transformation for Mahram's future competitiveness. While he wasn't the formal project leader, he regularly attended transformation team meetings and shared his ideas. This sent a strong message that the initiative has top-level sponsorship. However, and this is key, no dedicated transformation leader like a chief digital officer was appointed. Instead, operational responsibility was a split between the IT and the operational teams. Each pursued their own objective and without a single point of accountability, priorities sometimes clashed. From my observation, I saw how this leadership vacuum created confusion and resistance at multiple levels. Departmental silos persisted and there were no clear performance indicators linked to digital adoption. Many managers and staff, particularly those from older generations, perceived the transformation as unnecessary, overly complex, or even threatening to their roles. Cutler's change model talks about the importance of a guiding coalition. Here the coalition exists.