Leading the human side of digital operations transformation

This study examines how supply chain leaders enact digital transformation by focusing on sensemaking and sensegiving processes. Drawing on qualitative analysis of executive interviews, we show that digital transformation is experienced as a human and leadership challenge rather than a technological one. Findings reveal a process linking sensemaking, sensegiving, structuring, and implementation, through which leaders translate strategy into operational change. We highlight bidirectional sensegiving as a key executive capability and identify differences between C-level leaders and senior managers. Overall, the study positions digital transformation as a socio-technical process driven by leadership action.