Beyond the Code: The human factor behind IT project failures

Josefine Campbell is an executive coach and founder of Campbell Co., a top leadership development consulting firm for multinational companies.

Josefine inspires and coaches leaders, teams and talents in large organisations such as McDonald’s, Deloitte, Maersk, Novo Nordisk and Carlsberg Group. She is also the author of “12 Tools for Managing a Selfish Leader”.

Are IT projects falling through because we ignore the personal aspect?

The answer is simple: yes. IT projects often fail because the personal, human element is overlooked. While technology and strategy are key to success, it’s people who make or break a project. This is especially true for large, complex IT projects, where collaboration, communication, and trust among stakeholders determine outcomes.

The research underscores this reality. A Gartner study revealed that 70% of complex internal IT projects fail, largely due to misalignment between teams, poor communication, and an inability to adapt to changing requirements. These failures are often attributed to technical challenges, but the root cause is more human than technological.

Consider this: IT projects are designed to solve business problems, but they also disrupt workflows, create new responsibilities, and challenge established norms. For a project to succeed, people must be willing and able to adapt. Resistance to change – whether due to fear, unclear communication, or lack of involvement in the process – can derail even the best-designed initiatives.

To address this, leaders must put people at the centre of their IT strategies. This starts with fostering a culture of collaboration and psychological safety, where diverse perspectives are welcomed, and team members feel empowered to contribute. Clear communication is essential – not just about the “what” of the project, but the “why.” Helping teams understand the bigger picture builds trust and buy-in.

Another critical factor is energy management. Leaders must recognise when teams are stretched too thin or demotivated and provide the support they need to maintain momentum. Regular check-ins and a focus on personal well-being can prevent burnout and keep people engaged.

At its core, IT project success isn’t just about technology or budgets; it’s about people. When organisations prioritise the human factor, they not only improve project outcomes but also build a foundation of trust and resilience that drives long-term success.