The real obstacle is not the budget

When a digital project disappoints, the first reaction is to look for the culprit among the chosen technology, the supplier, or the implementation project. Rarely does anyone look inside the organization.

Yet 83% of Italian SMEs report difficulties in adopting digital tools, mainly due to cultural gaps (44%), a shortage of specialized skills (59%), and costs related to long-term maintenance (40%). (Source: Digital Innovation in SMEs Observatory, Politecnico di Milano, 2024-25)

Technology amplifies what it finds. If it finds an organization with clear processes, motivated people, and a defined direction, it amplifies it. If it finds confusion, it amplifies that too. Buying a digital tool without first working on these elements is like buying a racing car and putting it on a dirt road: the vehicle is not the problem.

Management that doesn't get on board

There is an element that clearly emerges from field experience and that the data confirms: digital projects fail predominantly from the top, not from the bottom.

According to the director of the Digital Innovation in SMEs Observatory of the Politecnico di Milano, "too often entrepreneurs and managers do not participate directly in training pathways, making the widespread adoption of new technologies difficult."

I have seen companies spend tens of thousands of euros on platforms that employees systematically avoided. Almost always, the reason was the same: the manager didn't use them. And when the manager does not log into the system, the implicit message that reaches the team is clear: it is not really important.

Digital adoption is first and foremost an act of leadership.

What distinguishes those who achieve results

Companies that succeed in transforming digital investments into real value share some characteristics. They are not necessarily the ones with the highest budgets or the most sophisticated technologies.

• They have a clear direction before choosing tools.** They know what they want to achieve, who has the mandate to make it happen, and how they will measure success. They buy technology to solve a defined problem, not to chase a trend.

• They oversee daily execution.** Digital projects that work always have someone who tracks progress week by week, removes obstacles, and keeps people aligned. It is not a project that starts and "runs on its own."

• They choose the right technology for their context**, not the most modern or most advertised one. And they ensure it is configured based on the company's real processes, not on the supplier's standard processes.

• They support people through change.** Adequate training, time to adapt, an internal point of reference to support those in difficulty. Change cannot be imposed: it is built.

Questions to ask before the next investment

Before approving any digital project, a CEO should be able to answer these questions:

Who has the explicit mandate to make this project work, with a first and last name?

How will we measure the result in six months?

What will concretely change in the way the involved people work, and how will we support them through that change?

If the system is not used, what are the consequences?

Without clear answers to these questions, any technology risks becoming a cost, not an investment.

If you recognize any of these signs in your company, the self-diagnosis tool on the website can help you understand where the problem is concentrated. Twenty-four questions, no right or wrong answers, just clarity on where to intervene.

*Marco De Vecchi is a Fractional Executive specialized in digital transformation for Italian SMEs. He works directly with CEOs and management to make digital projects work, not just to launch them.*