Businesses that fail to embrace technology risk falling behind—or worse, shutting their doors. That was the stark warning from experts at the recent IoT North Conference in Calgary, where a keynote panel explored the opportunities and risks of digital transformation.
Innovation is no longer optional, the panellists said. Companies that hesitate to invest in the right technologies will be outpaced by competitors who move quickly. The discussion focused on real-world challenges, from rising cybersecurity risks and change management failures to the growing gap between IT investments and business goals. Their message was clear: long-term success requires agility, strategic investment and proactive risk management.
Moderated by Jim Gibson, a catalyst and community builder involved with the Clean Resource Innovation Network and Rainforest Alberta, the panel featured industry leaders:
- Naseem Bashir, executive chair of Williams Engineering Canada Inc.
- Doug Schweitzer, partner at Blue Rock Law and former Alberta cabinet minister.
- Suzie Smibert, senior vice-president of client delivery and chief privacy officer at Celero Solutions.
Managing risk
Risk management was a key theme of the discussion, with panellists highlighting the importance of anticipating and mitigating third-party risks.
“Organizations often underestimate the risks posed by third-party vendors, which can become the source of major disruptions,” said Smibert.
Schweitzer warned that companies slow to adopt new technologies face severe decline—or even bankruptcy—as customer expectations shift rapidly.
Bashir said senior management often finds estimated returns on IT investments unclear or unconvincing, creating bottlenecks that delay critical digital transformations.
The panellists agreed that a lack of business acumen among IT professionals often leads to cost overruns, delays and missed opportunities when designing and implementing new systems.
Managing change
Beyond risk, the panellists addressed how organizations struggle with change management—a critical factor in digital transformation.
“Both vendors and customers operate within internal silos, which can obstruct essential changes needed to adapt to market shifts,” said Bashir.
The panel also said American companies handle change faster and more effectively than Canadian ones.
A key challenge is staff resistance to change, often fuelled by inadequate preparation and communication. Without proper change management, employees may resist—or even sabotage—new initiatives, delaying implementation and reducing expected benefits. To build buy-in, organizations should:
- provide formal training on new business processes
- offer in-person support during the transition
- tie performance reviews to process adoption
Corporate governance
As technology advances and business environments grow more complex, expectations around corporate governance and compliance are rising.
“Organizations must navigate increasing regulatory and stakeholder demands while managing ever-evolving technological landscapes,” said Schweitzer.
Smibert said cybersecurity risks are now a regular topic at the senior management and board levels, reflecting their growing importance.
Organizations are investing in governance and risk management, not for immediate financial returns, but to protect their reputation and long-term viability.
Minimizing bias
Bias in decision-making—particularly in IT and business processes—can create blind spots.
Smibert said Celero Solutions has found value in ensuring diverse customer groups are represented across departments and IT projects.
Bashir said understanding cultural differences is crucial, particularly in industries like architecture and engineering, where client needs and design expectations vary widely.
Predictions
Looking ahead, the panellists discussed the future of Alberta’s economy, resource management and technological innovation.
Schweitzer emphasized Alberta’s growing tech sector, saying local startups and small businesses developing software and digital services will play a key role in diversifying the province’s economy.
Bashir referenced a recent United States Geological Survey report that found mining critical minerals needed for the energy transition could take hundreds—or even thousands—of years at current extraction rates. He said there is a need for increased investment and faster permitting processes to accelerate production.
Smibert said organizations rely too heavily on large international consulting firms, which can drive up costs, extend timelines and stifle innovation. Instead, she said companies should look to smaller, more agile vendors, many of which are based in Canada. She urged Canadian companies to stop waiting for U.S. market validation before moving forward with homegrown solutions.
Final takeaway: Agility over technical skills
While technical expertise is essential, the panellists said agility, adaptability and resilience will define future business success. Companies that embrace change, manage risk, and invest in the right technology at the right time will be best positioned for long-term growth.
Yogi Schulz has over 40 years of information technology experience in various industries. Yogi works extensively in the petroleum industry. He manages projects that arise from changes in business requirements, the need to leverage technology opportunities, and mergers. His specialties include IT strategy, web strategy and project management.
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