How would you manage resistance from stakeholders who prefer the status quo over new IT strategies?

I agree on engaging early however the topic may not be so attractive for them. We, as IT executives must spend time on building good relationships with stakeholders, keep them up-to-date depending upon their domains... When they feel connected and up-to-date, it would be easier for stakeholders to join strategy development process.

To win over stakeholders hesitant about new IT, understand their concerns (fear, disruption, cost) and address them through clear communication. Involve them in decisions, provide training, and showcase early wins to build confidence. This approach ensures all stakeholders are heard, informed of the benefits, and supported during the transition.

From my experience, many concerns people raise are valid and should be addressed thoughtfully rather than dismissing them as mere resistance to change. Engaging directly with stakeholders is often the most effective way to build mutual understanding of the path forward and the ultimate goals. This process may require several rounds of discussion. Additionally, IT projects should spend time and resources in the creation of clear communication channels that make it easy for people to access relevant information without having to hunt for the right contact. Developing a user-centric website with current and accurate information is crucial for any participatory IT strategy development process. Participation starts with good communication.

Diariamente, treinando times para a inova??o, eu me deparo com elevado grau de resistência às novas estratégias, especialmente por parte das lideran?as e especialistas. Gente com muito conhecimento e experiência e cuja contribui??o seria incrível para o processo de aprendizagem e descoberta dos times. Observo que toda essa resistência decorre do medo de ser invalidado em seu conhecimento e reputa??o diante de seus liderados. Tenho proposto às empresas que fa?amos sess?es de prepara??o especialmente voltado às liderancas a fim de qualificá-los como facilitadores do processo de mudan?a. Tal estratégia tem nos ajudado muito a transformar seus comportamentos de resistentes para altamente engajados e confiantes acerca de seus papéis.

Make them managers of the change projects with proper bonuses when the projects are successfully executed !!…………………..zzzzzzzzzzz

Double down on this, if you approach the topic from the lens of education and throw in some competition analysis, it automatically starts to make a case in people’s mind.

Next, I'd present a clear, data-driven case for change. Using the cloud migration example, I compiled a cost-benefit analysis showing potential savings and efficiency gains. I also highlighted case studies of similar companies that successfully transitioned.

First, this is all about making sure there is a benefit for all stakeholders, even if small. If people can see their lives will be better, then that is a great way to influence people. Secondly, leverage the impacted people to sell and promote the change - champions of you will. These are the people that stakeholders trust. Thirdly, give resistant stakeholders a role to play, let them be involved in how the change will be designed and rolled out. Lastly, listen to your stakeholders, they may have some valid points!!

It is appropriate and good to explain the value of technology strategies to all team members, especially at the C-suite, EVP, SVP, and VPs and product owners. Process education is also key in my view. Process in terms of all of the following topics: - the appropriate design of the product scrum or project team - the appropriate stakeholders to be engaged - the manner in which this product team is connected to all other product teams in order to foster collaboration and powerful story point selection Finally, educate by example. Show narrow view solutions that achieve all their goals, but solve only a tiny portion of a larger concern vs. breakthrough solutions that don't often cost anymore, but that transform instead

Having interactive workshops and training sessions led by the solution architect where the customers can see the value of using the new process/tool/technology and have their tough questions answered right away is a winning strategy to onboard.

To ease the transition, I'd propose a phased approach. For instance, we started with a small, non-critical application to demonstrate the benefits of cloud technology without major disruption. Involving key stakeholders in the planning process is crucial. I formed a steering committee including resistant stakeholders, giving them a voice in shaping the strategy. This approach turned some of my biggest critics into advocates

In IT strategy, cultivating a culture of trust and responsibility is critical to effective delegation. Assign authority in addition to responsibility to enable team members to decide within predetermined boundaries. Refrain from micromanaging and show that you have faith in their ability to complete the task at hand. When assistance and direction are required, give them, but avoid taking charge. Make sure there are open lines of communication and that you check in frequently to stay updated without becoming intrusive. Acknowledge and appreciate successes to boost confidence and drive. Constructively address any problems or errors, emphasizing growth and learning over assigning blame.

Pilot programs can be a good idea. Leveraging business relationships across your industry to share successes, pain points is a powerful source of valuable and low-cost information too! At bottom, IT must behave and be treated like the business partner that they are

To address team concerns, practice active listening and show empathy. Clearly communicate the objectives and benefits of the new IT strategies. Involve the team in the planning process, fostering a collaborative environment. Provide comprehensive training and continuous support to ease the transition. Establish channels for ongoing feedback and be open to adjustments as needed. Share tangible results and success stories to build trust and demonstrate the benefits of the changes.

be candid to look at all the concerns raised, address them one by one. its really important to make people feel comfortable in raising concerns, there should not be any fear or penalties for sharing thoughts by any one in the team(of stakeholders).

En cualquier proceso de gestión del cambio (y la introducción de una nueva tecnología lo es) ganarnos a los líderes informales de la organización es crucial. Ellos serán los que nos ayuden a extender la innovación, como una mancha de aceite, por toda la empresa

Try to engage and enjoin an influential leader who has enough credibility to bring a broader group of change agents in the organization who have the ability to amplify the positive benefits of the IT change. For example, leader of a functional group who has the most number of impacted employees can be a great champion for your IT strategy.

Building up and having a Champions organisation is a great vehicle and facilitator to move into new processes and implementing new applications. They can be integrated into the change and adoption phase to be the voice into the organisation. So choosing the right person for being part of this group is very crucial. But also important is, to have the commitment from the related line management of those persons giving them the space to act.

Fostering champions in an IT strategy helps mitigate resistance by leveraging influential advocates. Identify and empower enthusiastic employees who understand the strategy's benefits. Provide them with resources, training, and support to become knowledgeable and confident leaders. Encourage champions to share their positive experiences and success stories, influencing their peers and addressing concerns. Champions serve as liaisons between leadership and staff, facilitating communication and fostering a supportive culture. Their enthusiasm and credibility help build trust, drive engagement, and ease the transition, ensuring broader acceptance and successful implementation of the IT strategy.

The end goal is an organization wherein all business units (including IT), share budget, KPIs, etc. that define success in a manner that moves the entire organization forward. Starting with a willing business leader and modeling this behavior for an initial engagement is a fine way to start - but only if the results are noteworthy AND shared in a manner that fosters the ultimate organizational goals mentioned above

A successful pilot also builds confidence in the strategy development process and the team leading that process. After the pilot, continue to engage by asking feedback and recommendation for improvement of the process.

As mentioned in item #4 above. To expand, evangelizing the success achieved in a pilot must energize the entire organization to be willing to adopt the new model - even though it might require several iterations (and successes) to complete the adoption of a business model that treats IT as the equal partner that is needs to be

El denominado "quick win" es esencial. Identificar un área de mejora relevante, e impactarla de manera rápida con la nueva tecnología, nos dará la credibilidad necesaria para aunar voluntades y apoyos en torno al proyecto

Start with a pilot solution in a small team or department. Involve team members in planning and execution, fostering a sense of ownership. Provide targeted training and ongoing support. Clearly communicate expected objectives and benefits. Collect feedback regularly and make adjustments as needed. Share the pilot's successes and learnings with the entire organization to build trust and demonstrate benefits. Gradually expand implementation based on positive results and lessons learned.

When implementing new IT Strategies, we need to remember that we are in fact experimenting. We can use for example an iterative approach that focuses on creating an MVP with an initial but practical & useful version of the service, functionality or product, and iterating incrementally through feedback. This may help on adjusting quickly and creating and delivering value progressively.

Be 100% prepared that you will never win all hearts and minds and whatever solution you might help deliver, expect the hackers who are going to try and make things work like they used to. Do not underestimate the creativity here. You’ll need to get back to them and figure out the why.

One challenge I've seen is a lack of Connection between their Personal Business Commitments (Goals) and the Strategy. This along to the Business Value and Proof of Value Realization are elements that's worth considering to first enable in having a better Engagement and then an Honest Buy-it with full cooperation.

Build a narrative collaboratively with the stakeholders where their concern is addressed and they are truly able to form part of the solution. Often times the solution is tech lead and the outcome is a solution where only IT understands how it would benefit the stakeholder. Making them vested in the change that would have tangible benefits will help take the initiative forward.