In today’s upstream oil and gas industry, employees are encouraged to develop digital competencies to support their organisations’ digital transformation initiatives. However, there is limited understanding from the employee viewpoints, of what influences their motivation to support digital workforce transformation in the context of upstream oil and gas companies’ organisational culture. This study proposes the need to comprehend the relationship between organisational culture and employees’ motivation to develop and use digital competencies from the employees’ viewpoints rather than from managers and business leaders only. Building on the digital workforce transformation and employee-driven innovation literature, the aim of this study was to explore the lived experiences of employees who are required to develop and use digital competencies in their companies. Specifically, the guiding principles of interpretative phenomenological analysis were adapted in a qualitative approach to explore the employees’ experiences. Data was collected from sixteen employees selected from across four of the five international oil and gas companies in Nigeria. The findings show that three core modalities of the organisational culture (Digital Transformation Messaging & Resource Availability; Leadership and Management Styles; and Employee Mindsets & Change Management Inertia) are important considerations for the motivation of employees to develop and use digital competencies. The findings contribute to understanding the dynamics of employee mindsets regarding digital workforce transformation and highlight the relevance of incorporating employee viewpoints in the planning and implementation of change management initiatives required for digital transformation. Theoretically, the contribution from this study is a demonstration of the use of a qualitative interpretive approach to update the digital workforce transformation body of knowledge.