• What digital transformation in the apparel industry should actually look like

For Jayantha Peiris, the problem with digital transformation in the apparel industry is not a lack of investment, ambition, or even technology. It is something far less glamorous – and far more persistent.

“Most transformation efforts fail because they start in the wrong place,” he explained. “They begin with systems, not with the business problem.”

With over three decades at MAS Holdings, where he moved across finance, operations, manufacturing, and eventually technology leadership, Peiris has spent much of his career confronting the disconnect between strategy and execution. Now, newly appointed as Senior Vice President, Digital and Transformation at Inextricable Group, he has shifted his focus to a broader question: why do so many digital initiatives in manufacturing fail to deliver what they promise?

In this conversation, he unpacked the structural issues behind that failure – and what organisations continue to get wrong.

‘Technology is not the starting point’

Peiris stated that one of the most common mistakes organisations make is treating technology as the solution rather than the tool. “There’s a tendency to believe that implementing a new ERP system will fix inefficiencies,” he said. “But if your underlying processes are broken, all you are doing is digitising inefficiency.”

Peiris explained that this pattern repeated itself across organisations of varying scale. “Companies invest heavily in systems without addressing basic questions – how does the business actually run, where are the bottlenecks, what decisions need better data,” he noted.

In his view, digital transformation should begin with operational clarity, not software selection. “You have to understand your value chain end to end,” he said. “Otherwise, the system you build won’t reflect reality.”

The data problem no one wants to fix

If there is one issue Peiris returned to repeatedly, it is data – specifically, the lack of discipline around it. “Data is the foundation, but it’s often the weakest part of the system,” he explained. “You cannot make good decisions with inconsistent or unreliable data.”

He noted that many organisations underestimate the effort required to clean and standardise their data before implementing new systems. “Master data management is not exciting work, so it gets sidelined,” he said. “But without it, your entire transformation effort is compromised.”

At MAS Holdings, he stated that significant time was spent strengthening data structures before scaling digital initiatives. “It’s not a quick win,” he said. “But it’s the difference between a system that works and one that creates more confusion.”

Why ERP implementations stall

Peiris explained that ERP projects, in particular, are prone to delays and underperformance – not because of the technology itself, but because of misalignment within organisations. “ERP touches every part of the business,” he said. “If there isn’t alignment across functions, the implementation becomes fragmented.”

He noted that resistance often came not from technology teams, but from operational units. “People are used to working in certain ways,” he explained. “When a system forces change, there’s pushback – sometimes subtle, sometimes explicit.”

This, he stated, is where leadership becomes critical. “Transformation requires difficult decisions,” he said. “You have to standardise processes, which means some teams will have to change how they operate.”

Without that commitment, he warned, projects risk stalling indefinitely.

The illusion of quick wins

In an industry driven by tight timelines and cost pressures, Peiris noted that there is often a push for immediate results. This, he argued, creates unrealistic expectations. “Digital transformation is not a six-month project,” he said. “It’s a long-term shift in how the organisation operates.”

He explained that while automation tools such as Robotic Process Automation can deliver short-term efficiency gains, they do not replace the need for structural change. “Automation can improve speed, but it won’t fix flawed processes,” he stated.

He added that organisations that prioritise quick wins over foundational work often end up revisiting the same issues repeatedly. “You might see some improvement initially,” he said. “But it won’t be sustainable.”

Bridging the gap between strategy and execution

A recurring theme in Peiris’s perspective is the gap between leadership intent and operational reality. “Senior leadership often has a clear vision of where they want to go,” he explained. “But translating that into execution is where things break down.”

Peiris noted that this gap is particularly visible in large manufacturing organisations, where complexity can obscure accountability. “You have multiple functions, geographies, and systems,” he said. “If they are not aligned, even the best strategy won’t deliver results.”

At Inextricable Group, he stated that his focus would be on addressing this disconnect. “It’s about ensuring that strategy, systems, and processes are working together,” he said. “Not in isolation.”

A shift the industry cannot avoid

Peiris explained that the urgency around transformation is only increasing, driven by both market expectations and operational pressures. “Customers expect faster turnaround, more transparency, and better quality,” he said. “At the same time, manufacturers are dealing with cost constraints and supply chain volatility.”

He noted that this combination leaves little room for inefficiency. “You need visibility across your operations,” he stated. “You need to be able to respond quickly to changes.”

Without that capability, he warned, organisations risk losing competitiveness. “This is not optional anymore,” he said. “It’s a requirement.”

What actually works

Asked what distinguishes successful transformation efforts, Peiris pointed to consistency rather than innovation. “The organisations that succeed are the ones that focus on fundamentals,” he explained. “Clear processes, reliable data, and strong alignment.”

He added that leadership commitment is equally important. “You need leadership that understands the complexity of transformation and is willing to stay the course,” he said.

He also emphasised the importance of cross-functional collaboration. “Transformation is not an IT project,” he stated. “It’s a business initiative.”

Looking ahead

As he steps into his new role, Peiris stated that his focus remains on practical impact rather than theoretical frameworks. “There is a lot of discussion around new technologies,” he said. “But the real challenge is making them work in a business context.”

He explained that his goal is to help organisations navigate that challenge with clarity. “If you get the foundations right, technology becomes an enabler,” he said. “If you don’t, it becomes a complication.”

For an industry often drawn to the promise of the next system or tool, his perspective is notably grounded. “Transformation is not about chasing the latest technology,” he stated. “It’s about building a business that can adapt, respond, and perform consistently.”

And in a sector where margins are thin and expectations continue to rise, that distinction may be the one that matters most.