Technology Won’t Transform Asset Operations. Leaders Will.

Asset operations leaders are investing in digital platforms, automation, and AI. Yet many transformation efforts stall because the crucial role of people is underestimated in the process

Digital transformation is reshaping asset operations. Organizations are modernizing systems, redesigning workflows, and embedding advanced technologies to improve performance, reliability, and efficiency.

But as Vince Pasqualicchio shared in a recent Corinium conversation, transformation does not succeed because a platform goes live. It succeeds because people change how they work.

Too often, change management is treated as a secondary activity, something that supports the “real work” of technology implementation. In reality, it is the leadership discipline that determines whether operational transformation delivers measurable value.

Transformation is not a technology problem

Most asset operations transformations begin with a strong roadmap. What is frequently underestimated is how deeply these carefully planned changes affect individuals and culture.

“Transformation is all about change, whether it is new processes, technology, or ways of working. What is often missed is how deeply those changes affect people and culture.”

When leaders focus primarily on technology and process, change management can become a checklist rather than a human-centric process. Adoption becomes inconsistent, teams hesitate, and the expected performance improvements fail to materialize.

As Pasqualicchio says, “Technology and process set the structure, but people create the outcome.”

For asset operations leaders, this distinction is critical. Systems enable visibility and control. But only engaged teams translate those capabilities into success.

When leadership alignment is missing, momentum fades

In one transformation Pasqualicchio reflected on, the roadmap was clear and the technology was robust, yet progress slowed due to a lack of broader engagement. People were completing tasks, but not actively driving the change, and the energy and belief behind the transformation were missing.

“Without that engagement, resistance started to build quietly. Progress slowed, and even small challenges felt bigger than they should have.”

This kind of quiet resistance is one of the biggest risks in operational environments. It does not show up immediately in dashboards. But over time, it erodes momentum and delays return on investment.

Leadership, therefore, is not simply about sponsorship. It is about visible commitment. Leaders must consistently communicate the “why,” model the behaviors they expect, and remove barriers that slow adoption.

From compliance to ownership

The difference between stalled transformation and accelerated adoption often lies in early engagement.

In a more successful initiative, Pasqualicchio described building a network of change champions across the business. These were respected individuals who understood day-to-day realities and could translate strategy into practical impact.

“People did not just follow the new process because they had to. They supported it because they saw the value and had a voice in shaping it.”

This shift from compliance to ownership is powerful. When employees feel involved in shaping the future state, they move from adapting to change to driving it.

For asset operations leaders, that means connecting transformation directly to operational outcomes, whether that is improved reliability, safer execution, faster decision-making, or more predictable performance.

Leading in an AI-accelerated environment

As AI and automation accelerate operational change, the demands on leadership increase.

Organizations can no longer treat transformation as a one-time program. Adaptability, learning, and continuous improvement are critical to successful change management programs.

Pasqualicchio emphasizes the importance of helping people see change as opportunity, not threat. With roles evolving, transparency and skill development are essential. When leaders clearly articulate how technology enhances capability rather than replaces it, fear gives way to focus.

Rewriting the asset operations playbook

Asset operations leaders wanting to rethink their transformation playbooks should treat people readiness with the same rigor as technology readiness.

“Every transformation should start with a people readiness plan that is just as detailed as the technology or process plan,” Pasqualicchio says.

Change management cannot be layered on at the end of a program, it must shape strategy from the beginning.

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About Vince Pasqualicchio

Vince Pasqualicchio is Investments Chief Operations and Technology Officer at American Family Insurance. He oversees Investment Operations, including middle office, risk management, performance and attribution, compliance, data, and technology.

With more than three decades of experience across financial services, Pasqualicchio has led large-scale transformation initiatives spanning people, process, and technology. His career includes senior leadership roles at MetLife and advisory work with global investment management and insurance firms, where he drove operating model redesign, system modernization, and enterprise change programs.

A graduate of executive programs at MIT Sloan School of Management and Columbia Business School, Pasqualicchio focuses on aligning leadership, culture, and technology to deliver sustainable operational performance.

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To hear more conversations on leadership, operational transformation, and the future of asset operations, join us at AssetOps Toronto on Tuesday, April 28, 2026.