From Friction to Flow: How Leaders Can Prepare Teams for the Future of Work in Technology

Technology is reshaping the very core of how we work—not slowly or incrementally, but profoundly and at pace. Emerging technologies such as quantum computing, AI, blockchain, digital twinning, and the Internet of Things (IoT), to name just a few, are transforming our workplaces, our homes, and our expectations of products, services, and experiences.

Layered on top of this tech wave are increased regulations, data governance concerns, and the fact that over 60% of employees feel anxious about new technology introductions in their workplace.. It’s no wonder that CEOs and CXOs feel a mix of excitement for the opportunities ahead and trepidation about the threats these technologies pose to current business models and ways of working.

Technology is no longer just a support function—it’s a strategic concern. And as the conversation shifts from the tech itself to the people building, adopting, and using it, a new question emerges: how do we ensure our teams are equipped, empowered, and engaged in a future that's already unfolding?

As a C-suite or Tech leader, you're no stranger to Transformation. But as we automate, digitise, and optimise, the real challenge isn’t just about the tools—it’s about the people. 

Here’s how you can set your teams up for faster, better outcomes while clearing out the friction and clutter that holds them back.

1. Make sure you are clear about what Digital Transformation will take

There’s a tendency to romanticise the “digital” in digital transformation. It’s shiny, exciting, full of possibility. But the real work lies in the “transformation” part—shifting culture, building capability, and changing how people show up.

Transformation isn’t just about installing new tools. It’s about changing behaviours, unlearning old ways of working, and building trust across silos. Leaders often underestimate just how uncomfortable that process can be.

To avoid chaos later, be upfront about what change will involve and build an appetite for the future gains of adoption - don’t just talk about the what, talk about the so what. Spell it out across all levels. Set expectations early, so your teams know this isn’t just a tech project with an end date. It’s a whole new way of working.

2. Build cohesive, engaged, cross-functional Teams

Tech teams don’t succeed on skill alone. They succeed on connection - connection with key players, influencers and supporters across the organisation.

When you are about to embark on a major project or transformation, this cannot just fall on the shoulders of technology. There will be a fundamental shift in how you will work across the organisation and there must be some form of connection, collaboration and accountability with others in order to ensure you minimise friction points and delayed adoption. 

Consider how you are bringing other teams into the work today - is this effective? Are they supportive and engaged in the work or passively ticking boxes? An engaged team with a shared vision will make all the difference to your level of adoption within the business. Depending on the scope of the project, consider setting up an advisory committee to advise and check in with throughout the journey. 

3. Cut the crap when it comes to busy work. 

Antiquated processes don’t just waste time — they drain energy, kill momentum, and create unnecessary roadblocks. Things like five-step travel forms, duplicate reporting, and endless approval chains might seem minor, but they pile up. And when they do, they suffocate the work that actually matters - the transformation project that you are trying to deliver. 

If you're asking your teams to innovate and change, you can’t also be asking them to jump through hoops for things that should take minutes. This is especially true for your highest-impact people, the ones constantly on the road, meeting with customers, delivering change.

Don’t penalise them with bureaucracy. Clear the way for greatness. 

That extra report or signature won’t save the company, but it might stall the next breakthrough.

If you want more innovation, give your people more space. Cut out the crap that is weighing them down. Trust them to make smart decisions. Focus everyone on what truly moves the dial.

4. Endorse and model collaborative leadership. 

The best tech leaders don’t operate from control—they lead through clarity, inclusion, and responsiveness.

Collaboration starts at the top. If your leadership team isn’t aligned, your delivery teams won’t be either. If decisions are being made behind closed doors, you’re creating confusion, not cohesion.

Be transparent. Invite feedback. Encourage your teams to challenge ideas early, not after something’s gone wrong. And most importantly, walk the talk. Show up the way you want others to. And again, consistency is key.

5. Look for the signals 

The signals are always there, if you’re willing to see them.

Are key people skipping meetings? Are agendas unclear or ignored? Does everything feel reactive? Are some teams working ridiculous hours with no apparent let up? Or are the updates always positive and yet feel like they are somewhat disconnected from what is really going on? 

Sure, balanced scorecards can be valuable - but they are a snapshot of a place in time. Its more important to take the pulse constantly - ask the questions; what is the progress? what are the risks? how are they being dealt with? 

Don’t brush these moments aside. Ask the hard questions. Create space for honesty. And when something surfaces, deal with it properly, not just temporarily.

Because the longer you ignore the signs, the louder they get, and this is not a voice you want gaining traction. 

So, What Can Tech Leaders Do Now?

As well as the above points, consider the below to set you and your people up for future success. 

• Plan for emerging technology - not just a technology application. Applying an emerging tech framework allows you and your people to adjust easier to changes and new projects as the process is already in place. Once people get into a rhythm of how they will adopt to change, they become less anxious about the actual change itself. 

• Training is extremely important - not just at end user perspective, but also at management and Board level even. Ensure people understand what this is and what impact it will have in the organisation as well as to their work where relevant.

• Adjust your consideration for risk based on your level of unknown. What I mean by this is instead of designing a scope and assigning budget straight away, where there is a high unknown (for example, rolling out AI enabled application) consider a pilot firstly and what you want to learn in order to warrant investment decision-making, and minimise risk and negative impact. 

The best Leaders and Tech Leaders don’t just deliver digital programs—they build ecosystems where people thrive, ideas move, and outcomes accelerate.

If you're ready to lead with less noise and more purpose, the future is already yours to shape.