We know that digitalization and the 4th industrial revolution are here. Yet many organizations remain tied to traditional business structures, leaving digital professionals without a clear home. These individuals don’t fit neatly into rigid corporate setups and often feel “homeless” as they work across silos, bridging the gap between innovation and legacy operations. Despite this, companies rarely establish dedicated digital functions, instead squeezing transformation efforts into existing departments that weren’t designed for them.
The Gap Between Traditional and Digital
Despite the growing importance of digital roles, many companies have yet to establish dedicated digital functions. Instead, they attempt to integrate digital expertise into existing structures, such as marketing, IT, or operations. This often results in fragmented responsibilities, unclear career paths, and a lack of strategic alignment. Why do so few companies establish dedicated digital functions while clinging to outdated organizational models? One major reason is the paralysis of legacy structures—businesses resist change because restructuring feels costly, complex, and disruptive. I understand the struggles to define where digital should sit, but indecisiveness leads to a fragmented approach. Additionally, many organizations view digital transformation as a set of projects rather than a fundamental shift, failing to create sustainable, cross-functional teams.
Common Barriers to Establishing a Digital Function
Many organizations resist restructuring, as legacy structures were built for efficiency in a pre-digital era. Leadership often sees change as disruptive, leaving digital initiatives scattered and unfocused. Digital spans multiple areas—IT, marketing, sales—creating ownership confusion and inefficiencies. Many leaders also struggle to understand digital roles like UX designers or data analysts, leading to their integration into traditional functions where their impact is diminished. Financial concerns further slow progress, with companies hesitant to invest in talent and technology without immediate ROI. Lastly, shifting to agile, decentralized decision-making feels like a loss of control, but without it, true digital transformation remains out of reach.
Would we survive without structural change?
Maybe. Structural change is often necessary, but it rarely happens smoothly. When financials enter the conversation, the common good is usually pushed aside, and a territorial battle begins. Traditional functions fight to protect their budgets, headcounts, and influence, treating digital as a competitor rather than an enabler. Instead of asking how digital can drive overall business growth, discussions get stuck on which department “owns” it and who controls the resources. This internal tug-of-war slows transformation and strands digital teams again—without clear leadership, funding, or long-term strategic backing.
Bridging the Digital Divide
Without rethinking organizational design, companies risk sidelining digital expertise and slowing innovation. Establishing a dedicated digital function that collaborates across departments rather than being confined to a single one can provide the belonging and clarity these professionals need. It still amazes me that companies haven’t recognized that digital isn’t just a tool to support existing functions but a core driver of business strategy. For some, it means embracing new ways of working; for some, breaking down silos; but for all, it means ensuring digital professionals have a clear home and role within the company’s vision. The organizations that can successfully make this shift will be the ones that not only attract top talent but also stay ahead in an increasingly digital world.
