In general, it may be assumed that millennials, regardless of their location or cultural background, have identical digital expectations and that marketing to them should follow the same strategy everywhere. However, there are significant disparities in the prerequisites for digital transformation between developing economies and wealthy countries as we dig further into infrastructure, sociodemographic attributes, user requirements, and corporate and competitive dynamics. Depending on the industry and the nation's digital maturity, these digital trends may or may not be applicable.

Large-scale initiatives are usually carried out by regular people who are prone to error, and thus they do not always go according to plan. You must be aware of the TSB Bank incident, which cost the company 26,000 clients loss and hurt both its finances and reputation. Hence, spotting banks’ digital transformation in developing countries, i.e., Egypt; to explore the main key pillars that would influence digital transformation to succeed.

Firstly, having a believer sponsor who can dedicate an appropriate investment, the challenge may be hampered by the difficulties many IT directors have in justifying and receiving investments. The decision to adopt an overly direct approach is one of the key observed errors. Shareholders often receive a breakdown of related expenses. To overcome that, concentrating on metrics that indicate the gains the bank will experience from investing in digitalization, which may include: the sum of money the bank will save, an increase in productivity, etc.

It could take a while for transformation directors to achieve the desired goals, thus it is critical to establish clear interim measures. After all, the excitement created by presenting ambitious goals to senior managers is not digital transformation. Neither are the speeches they deliver at conferences nor the hopeful articles they write in journals. Thus, filling the position of transformation director as one of a potential candidate's former employment to determine whether he/she has overseen the completion of such a process.

Of all these obstacles, this one is arguably the most challenging. My observation is that few managers recognize or even care that IT is the "engine" of our age. However, given that projects are costly and the "do not touch it; it works" mentality is still prevalent, why should they make any changes? Lack of comprehension results in either minimal or no support for people in charge of the transformation programs. It is hoped that at least one board member will be a vocal proponent of digital transformation.

In conclusion, there is no one right approach to take when implementing digital transformation because there are several issues involved. Investing in the right people, having skilled staff, and getting top-level assistance are some of the issues you could encounter. However, the most important and challenging problem is how to convince your staff to adopt a change-agent mindset.