AP5-2

The project team recognized the need for a strong digital infrastructure, but the urgency wasn't felt throughout the organization. Many saw it as IT-focused instead of a crucial business evolution. Without a shared understanding that the current state was unsustainable, departments prioritized daily tasks over the project. Creating urgency is vital for successful change; without it, engagement stays superficial and change seems optional. 2. Limited sense of urgency. While the need for a 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 the 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.