How can you overcome resistance to change when working with vendors on innovative projects?

La resistencia al cambio será siempre un tema a superar, pero estemos seguros que es la piedra angular para avanzar. Generalmente siempre queremos tener el control y no trabajar en incertidumbre, esto pasa por el conocimiento gerencial o directoral entre empresa y proveedor, entendiéndase conocimiento sobre gustos, modelos gerenciales y filosofía de trabajo unido con las perspectivas y visión de ambas partes. Para comprender perpestivas es necesario el conocimiento y comunicación, ser adaptable y empatico sin juzgar, ni suponer estar abierto a dar lo mejor, lo que genera un clima de confianza y respeto.

When driving innovation or any kind of change it is extremely important the why behind the change. Evaluate what do your vendors seek to gain or lose as a result of the change that you are proposing Approach each stakeholder individually based on their willingness to adopt the change you are proposing Be clear in articulating the long term goal and the value of the project As far as possible , gradually make your stakeholders co creators in your innovation journey Last but not the least use formal and informal networks to work through your influence with various stakeholders

Resistance is mostly related to unwilling changes in behavior, processes or systems. No one likes to be changed by someone else, so in order to embrace innovation or change in general you need to know what it is in it for you. The way of working within an organization is very important in case of change, if the culture or mindset is change-minded. The organisation will be more willing to change. If the mindset is based on strong believes around the current way of working (level of control, trust), in that type or organisation change will be very difficult to overcome. Also it is important to understand the impact of culture. An organisation with European roots will act differently to change than an organisation based in the US.

Most vendors are driven by relative short term objectives and less by a longer term considerations. It seems important to communicate next to the value promising results coming from pilot initiatives providing them the hands on tools and realistic targets to sell.

Communication will need to be in relation to culture and way of working in the organisation. Although it is import to communicate the vision and the value, it is also important to communicate why people should change and what it is in it for them, especially in case of a organisation that is reluctant of change. Even if you understand the vision, it is important that you understand what the benefits and opportunities are for the individuals in the organisation that need to change. The communication needs to be individualized by people without difficult steps or riddles. As the organisation recognizes the individual and the individual contribution to the change, people will be able to identify themselves with the vision and value.

Involvement in a process of systemic optimisations is well worth the effort, involvement in groundbreaking innovation is something else as the vendor community is oriented on short term objectives unless more strategic account management is in place dealing with major (potential) clients - but then again we might consider them more as relationship managers.

We should energise our vendors and obviously training, coaching might be a part. More important is to make them belong and identify with the firm's narrative.

Let's make sure we don't forget the power of learning on the job. Like in the old days: the master is learning the student. Providing example is very important, most people will learn quicker and better when challenges and answers are tailored to the situation. Learning by example and learning by doing are great examples in this case.

For my personal experience as change expert, I think that transparancy is always important. But in most cases this is not enough. If I explain what the scope of my current project is, it is in no way interesting to you to understand. Expectations are only managed when they fit the purpose. In this case the purpose is not to overcome the resistance, the purpose is successfully change. My idea would be to only manage expectations differently if you want change and make sure that the change in expectations reflect the required behavior.

To my experience, it happens frequently that resistance on the vendors’ side comes from the lack of ability to deal with uncertainty. In most innovative projects, ambiguities and uncertainties shall be resolved by both sides i.e. project owner and vendor. In this case, you need to reconcile with the vendor about the nature of the project. Else, you would fail.

Before anything you have to have established credibility. Having adjacent stakeholders who will support you can help with this. In everything you do being your A game. NEVER assume your prospect can or will connect the dots. Laser focus your efforts on delivering something that benefits high and real value for them. Rarely will you ever get a prospect to change their priorities so do not attempt to do so.

What is the impact of the "demographics" of the organisation/vendor. A small African organisation will act differently that an big corporate organisation that this based in Australia. Working with vendors and organisation with a different background will impact the result of the change and the willingness to change.