In many long-established or family-run businesses, long-term employees are not just loyal staff members - they often serve as the organization's informal pillars. They have built the current systems, preserved traditional work cultures, and are frequently entrusted with handling complex situations due to their deep understanding and extensive internal networks.
However, this special role can become a significant bottleneck during digital transformation initiatives, which demand changes in processes and collaboration methods. Without proper engagement, these long-serving employees may inadvertently hinder progress.
>>>>> Learn more: Digital Change Management: Walking the line between Innovation and Stability
Silent Resistance from Star employees
- Passive Opposition: They may not openly oppose changes but often question new initiatives during meetings, asking, "We've always done it this way; is change really necessary?"
- Clinging to Old Methods: Continuing with traditional practices alongside new software - maintaining handwritten notes, verbal communications, or phone calls for task management.
- Avoiding Training: Skipping new training sessions, yet being approached by younger colleagues for guidance because "they know everything already."
- Spreading Doubt: Sometimes unintentionally, they may share skepticism about new systems: "This software isn't suitable; we'll probably abandon it after a few months."
A client once shared: "Despite significant investment in a new management system, after four months, over 60% of departments still relied on internal Excel files because team leaders weren't using the new software."
Silent Resistance from Star employees
Underlying Causes: Unaddressed Legacy Culture and Fear of Replacement
Often, the hesitation or resistance from Long-term employees stems not just from habitual practices or outdated thinking but from an underlying fear - concern about becoming obsolete, being replaced, or sidelined.
This fear isn't unfounded. Digital transformation often brings transparency, automation, and standardized processes, diminishing the reliance on personal experience, internal relationships, or quick problem-solving abilities. Decisions shift from intuition-based to data-driven, making some feel their value is being supplanted by technology.
Consequences include:
- Passive Resistance: Some choose not to learn or use new systems.
- Disengagement: Others withdraw mentally, doing the bare minimum and waiting for changes to pass.
- Negative Influence: They may convey to younger staff that the changes are temporary: "Just go along with it; things will revert to the old ways eventually."
Without addressing these psychological barriers, organizations risk superficial transformation - having systems and training in place but lacking genuine adoption.
Therefore, dismantling the old organizational culture isn't just about changing processes; it involves redefining individual value within the new structure. Long-term employees need to see that they still have roles, albeit different ones - from primary executors to advisors, from keepers of secrets to mentors and guides.
Only when the fear of being replaced is alleviated can they truly accompany the organization on its journey of renewal.
Embodiments of Traditional Practices
Long-term employees don't merely follow procedures - they've shaped them, creating an "unspoken culture" within the organization: handling exceptions flexibly, communicating tasks verbally, and making decisions based on personal experience rather than data. These practices once ensured smooth operations but now hinder the shift towards transparency, standardization, and comprehensive digitization. Without proactively restructuring the work culture, even the most advanced technology becomes a superficial layer over an outdated system that can't sustain long-term operations.
Previously Recognized for "Getting Things Done"
In the past, these individuals were relied upon for their experience, agility, and ability to navigate processes flexibly. They knew whom to contact, how to bypass procedural bottlenecks, and handle issues without standard protocols - earning them the reputation of being "effective workers." However, as businesses move towards digitization, workflows become standardized, responsibilities clearly defined, and processes transparent through systems. Their unique skills no longer hold central importance, leading to feelings of diminished value, role, and voice within the organization. Without proper support, this can result in passive resistance or withdrawal.
Deep Influence
Many younger employees emulate their methods, not because of formal training, but because these practices are prevalent within the organization. Observing seasoned staff - trusted and consulted despite not holding leadership positions - handling tasks flexibly and outside the system, they assume this is the correct approach. If not properly addressed, long-term employees may inadvertently perpetuate and spread a status quo mindset, undermining change efforts at their cultural roots.
How Should Business Leaders Respond?
Many business leaders have confided that during digital transformation, a significant concern is whether to replace certain Long-term employees. They worry that retaining individuals resistant to change will slow progress. Conversely, replacing them risks losing institutional knowledge, internal credibility, and may trigger anxiety or chain reactions among other staff.
In several cases, abrupt replacements - even with technically qualified individuals - have led to internal disruption, operational breakdowns, and diminished team trust. Therefore, leaders must recognize that the issue isn't the long-term employees themselves but how the organization positions them within the new context.
Experience from various large-scale implementations shows that with appropriately designed roles and clear communication, most Long-term employees can transition positively. Conversely, using replacement as a quick fix may yield initial operational gains but at the cost of long-term cultural stability and trust.
Thus, instead of asking "retain or replace," leaders should consider: have we done enough to facilitate their transformation?
For senior leaders responsible for guiding the organization through change, the primary challenge isn't selecting the right technology but ensuring that the core team isn't lost while evolving the organization in a new direction.
A recurring question from CEOs and executive boards is: "We don't want to leave our long-term employees behind, but if we maintain the status quo, change will never occur. How can we progress together?"
The solution begins with a shift in perspective: don't view Long-term employees as obstacles—see them as a test of the system. If the new system can earn their trust, usage, and advocacy, it's likely that the rest of the organization will follow. Achieving this requires:
- Top-Down Commitment: Leaders must lead by example, demonstrating a willingness to listen rather than impose. Consensus on the philosophy of innovation will determine the extent of actual adoption.
- Specific Roles with Transformation Goals: Leaders shouldn't expect long-term employees to change on their own. Assign them clear roles within the implementation team, with defined expectations and organizational support.
- Redesigned Incentive Systems: Those who proactively embrace new methods, share knowledge, or help improve old processes should receive appropriate recognition. This not only motivates but also sets a behavioral standard.
- Transparent Yet Compassionate Communication: Leaders should clearly state that the organization is evolving to survive and grow, not to discard Long-term staff. However, if someone chooses not to adapt, they're effectively choosing to step aside.
This isn't about sentimentality. In large organizations, mishandling long-term employees can cause digital transformation to stall at the middle management level - where soft power, cultural influence, and operational control converge.
Therefore, the strategic move isn't to "replace the old with the new" but to transform long-term employees into leaders within the new system - through proactive engagement, role redesign, and top-level commitment.
Turning Resistance into Driving Force
Many business leaders have confided that during digital transformation, a significant concern is whether to replace certain Long-term employees. They worry that retaining individuals resistant to change will slow progress. Conversely, replacing them risks losing institutional knowledge, internal credibility, and may trigger anxiety or chain reactions among other staff.
Early Involvement with Respect
From the initial analysis phase, it's advisable to identify and invite highly influential individuals - often long-term employees - into the implementation team. Not just for formality, but to genuinely contribute to the new design, highlight practical conflicts, and share perspectives that the system may not have anticipated.
Redefining Roles Without Losing Value
Instead of eliminating traditional roles, restructure them: from "quick problem-solvers" to "workflow supervisors"; from "flexible handlers" to "system principle guardians." They become key users - guiding colleagues, critiquing solutions, and maintaining continuity between past and future.
Training and Inspiration in Their Language
Training sessions tailored for long-term employees should go beyond mere software skills transfer. The goal is to help them see how the new system supports their work, reduces stress, and enhances transparency.
As a result, many who initially resisted became the first to request report updates via the software within a week or two, realizing "it's more transparent and less stressful this way."
Embedding Change into Recognition Culture
Implementing software isn't done in isolation. Simultaneously, adjust internal governance policies, performance evaluation processes, and organizational operations to align with new behaviors.
Some clients have introduced "recognition boards" for active software users and organized experience-sharing sessions led by long-term employees. This demonstrates to the entire organization that change doesn't eliminate the old but elevates their positive influence.
Conclusion
Digital transformation cannot succeed if old cultures continue to dictate behavior—and within that culture, Long-term employees are central. However, with the right approach, they aren't obstacles but the bridge connecting the familiar past to the emerging future.
Successful transformation occurs when long-term employees aren't replaced but are redefined to continue leading.
At Viindoo, every successful project has involved individuals who initially resisted but ultimately became the strongest advocates for the new system.
