THE LIPPITT-KNOSTER MODEL IN THE CONTEXT OF DIGITAL TRANSFORMATION OF ORGANIZATIONS: RETHINKING THE DRIVERS OF MANAGED CHANGE

The digital transformation of organizations is accompanied not only by the implementation of technologies but also by managerial and behavioral changes. Experience shows that digital project failures are more often due to a lack of change management factors than to technological limitations. This article examines the Lippitt - Knoster model as a diagnostic framework for assessing organizational change readiness. The applicability of the model in the digital environment is analyzed, identifying its limitations related to linearity and insufficient consideration of digital maturity and algorithmic management. The need to expand the model by incorporating digital readiness and feedback parameters is substantiated, allowing it to be used as the basis for a sustainable digital transformation architecture.