Here's how you can overcome a boss resistant to new mobile technology trends.

Je suis arrivé à la conclusion que nul n'est opposé à une solution mobile ou pas. Ceux qui sont réticents le sont non pas à cause de la solution elle-même mais plus de la fa?on de voir cette solution et c'est cette perception qu'il faut challenger. Ma recommandation est qu'il faut discuter non pas technique mais de ressenti. comment voit-il ces solutions et leur impact. Enfin il faut se rappeler que tout changement démarre par une "prise de conscience" du besoin de changer . Tant que cela n'est pas un acquis il ne faut pas passer à la phase suivante.

Pick up a specific technology and start by understanding the risks and barriers your boss fears by adopting the technology. Then, create a clear and brief explanation about how you see this technology can help your company and bring better results, approaching the specific risks and barriers previously mentioned. Furthermore, research about how the direct competitors use the technology to create competitive advantages against your company can help change his mind. However, sometimes the problems that arise are related to personal interests or irrational beliefs, so that argument probably won't work, and you should reconsider whether you are in the right place.

One important way to ease into this conversation would be to provide what benefits a particular mobile technology would have for your specific organization and/or team compared to what is currently being used or perhaps not being used.

Its true while keeping in mind that willingness to learn is scarce. Find what drives management, what KPIs do impact their annual bonus - explain how it will be improved.

Show her case studies of successful turn arounds of businesses that have incorporated the latest mobile tech trends within their business oerations.

Be aware what type of company you work for. Short term focused (next Q profit is God) companies will be more reluctant to even think longer term.

Calculating a business case is a very strong argument, you can show. But also knowing and showing, whats actually "state-of-the-art" or which ways partners work, can be an argument for your boss to think about new / innovative technologies.

The first PoC has the goal to make sure the modernisation plans can achieve the expected improvements and can be used as blue- print for future projects. In this PoC only a handful employees need to be involved but others may occur the project critically. It is important to define valid KPIs to measure the success of the PoC and to already define a strategy to scale the PoC, if it was successful. The progress of this PoC needs to be communicated transparent.

Proponer un programa piloto es una estrategia crucial para evaluar la viabilidad de nuevas tecnologías móviles con mínimo riesgo e inversión. Un plan piloto detallado debe incluir un alcance claro, un cronograma preciso y resultados esperados bien definidos. Además, es esencial establecer métricas de éxito y un mecanismo de retroalimentación para medir el impacto y obtener información valiosa. Esta aproximación permite a los jefes experimentar de primera mano los beneficios potenciales, lo que aumenta la probabilidad de apoyo para una implementación a mayor escala. El enfoque reduce la incertidumbre y facilita una transición más segura y efectiva hacia nuevas soluciones tecnológicas.

Identify concerns is major to change your boss' mindset (Is it due to cost, complexity, lack of knowledge, fear of change, or previous bad experiences?). You also need to listen actively to be able to understand his perspective (make sure to use open questions)

Get a new job. If your leadership hasn’t yet embraced mobile technologies (assuming they’re feasible in your industry/ job role) then they’re dinosaurs.

You can lead a horse to water, but you can't make it drink. Consider leaving and moving to a new job with a boss who is prepared to embrace new technology and new ideas. Some people don't want to change. They like the way things are currently done and struggle with the concept of doing something different. It isn't your job to be the idiot-whisperer.

Its sales in essence. Make sure your proposal is effectively good and makes sense so you can be sure about it. Make sure your department is in position to propose such things (make sure they trust your unit) Make sure you are perceived as an expert of some sort in the field (make sure they trust you) And close the deal - ask for next steps and time investment from them.

When I used to work for a giant US corp another technique was to get him/her promoted. But then of course you have to get them promoted to some place where they cannot continue to do harm. Not always easy!

Pretty much it is more about results. First of all, see if your unit can propose innovations. However, ti innovate it not only needs to be good enough technically, but also cost effective, and at the end of the day: new revenues should come from your mobile service offer. Design it in order to achieve your company's goals, let your boss embrace the benefits of achieving these new revenues, and present it with S+F KPIs, which stand for: SALES KPIs + FINANCIAL KPIs. If your boss doesn't shout the go, try to move to another position on which you can propose it again, otherwise, try to promote the leader to another position, or get a new position somewhere else.