In today’s global economy, digital transformation is not just a trend. It is a necessity for organizations seeking to remain competitive and innovative. For multinational corporations (MNCs) operating in capital-intensive sectors, the journey toward digital transformation is particularly complex. It involves not only new technologies but also the alignment of diverse cultures, structures, and strategic priorities.

Despite the growing body of research on digital transformation, there remains a significant academic gap: few studies have explored how cross-cultural dynamics shape digital transformation efforts in capital-intensive MNCs. This gap leaves both scholars and practitioners without clear guidance on how to navigate the unique challenges these organizations face.

This study addresses that gap by examining a real-world transformation project at a multinational semiconductor manufacturer. More specifically, the study investigated the Global Change System (GCS) project. It was an initiative to create a unified, global platform for managing and automating change processes across multiple manufacturing sites. While the research is academically motivated, its insights are designed to be accessible and actionable for a broad audience, including those responsible for leading digital change in complex, global organizations....