What do you do if your organization resists change in digital strategy and innovation?

It is important to always look at the success stories of others and bring it to your organisation. The best approach that I have found is using a pilot project or part of a project to demonstrate success and engage with enthusiastic supporters who will be able to discuss the benefits and have those one-on-one conversations with people who might not yet be convinced. Start small, be consistent, explain that there will be setbacks, be honest and be prepared to take people along with you. This is as much about cultural change as it is showcasing success, but if you want your organisation to evolve, then you must embrace the opportunities.

Invite resistors and detractors into the conversation - and create space for them to be heard and understood. Where there is trust and engagement, there is also a greater likelihood of willingness to consider change. Change - especially in digital ecosystems - can feel like a large burden. When there is space for open communication, discussion about challenges and concerns, and a willingness to consider a stair-step approach, often resistance can be mitigated.

I recommend showcasing success stories of competitors and innovators in analogous spaces that are already braving the path in digital space. Yes, it's difficult. Yes, it is hard work. But it is very likely that your end users/customers already expect it.

If your organization resists digital strategy changes, start with in-depth conversations—not just surveys—to truly understand the underlying fears or comfort with the status quo. Validate their feelings, as this builds trust, a crucial step in overcoming resistance. Directly address myths and legitimate concerns, demonstrating how obstacles can be navigated. Clearly communicate the benefits of change for everyone, using success stories and data for support. Get key stakeholders involved early in small pilots of the digital technology, allowing them to see its potential impact firsthand. Celebrate the participants to reward and reinforce the behavior you're seeking.

Understanding the 'why' behind resistance to change in digital strategy is crucial. In my experience, resistance often stems from fear—fear of the unknown, fear of failure, or fear of additional workload. One effective approach is to transparently communicate the benefits, addressing concerns and highlighting success stories within the organization or in similar industries. This not only builds confidence but also aligns individual goals with the broader vision. By empathizing with and educating team members, you create a supportive environment conducive to embracing innovation.

Enthusiastic early adopters are like gold dust - treat them accordingly. Imagine you are a business owner and they are your best, highest-spending customers. Overinvest in them, pamper them, help them in any ways you can, make them look like heroes to their bosses and peers, candidate them for awards. Suddenly, all the laggards will want to catch-up...

? Find Your Innovation Cheerleaders! ? Stuck with digital resistance? Recruit "change champions"! Identify respected, influential colleagues who see the value of innovation. Equip them with knowledge and tools to advocate for change. Their enthusiasm can be contagious, swaying opinions and building support. This "bottom-up" approach complements leadership efforts, creating a united front for digital transformation.

This is crucial. Find early sponsors of your initiative who can carry the project through tough times and deal with leadership. Find support outside your main organization to further build a case for your initiative.

In addressing resistance to digital strategy and innovation, advocacy is key. Identify influential individuals who understand digital importance. Equip them with knowledge to advocate change. Their enthusiasm and support can sway opinion, creating groundswell. This complements top-down directives, fostering unified push for change.

Appropriate use of change champions within the organization is a very good idea. This is because the top-down approach to digital transformation often creates resistance in the organization or creates imitation of change. With the same concept as connecting dots to nodes to maximize network effects, it will be helpful to build passion and support for change in each unit centered on change champions.

Running a pilot project is a good way to understand the nuances of any product, through this you'll be able to address the future queries better, you'll win or lose fast, both of which is good, it'll take you to a closure

? Small Wins, Big Impact: Champion Digital Change! ? Facing digital resistance? Start small, win big! Choose achievable projects with clear benefits. These "quick wins" showcase the value of your digital strategy and build confidence. Success stories create a momentum of progress that's hard to ignore. This paves the way for larger, more ambitious digital initiatives.

Small but manageable wins are admirable within a wider strategy, especially where there's resistance to change. Too often innovation can feel theoretical and out-of-reach, whereas a "small wins" mindset can slowly, project by project, build the confidence around marketing to ensure long term investment. RESULTS are everything - even if a project fails to meet expectations, learn fast and refocus your campaigns, even the smallest, to be impactful. In a climate defined by risk and disruption, the smaller campaigns are agile enough to dial up results that many organisations want here and now.

Just as life is a series of small and seemingly insignificant daily lives, so are the steps taken by an organization toward its goal. Consistently achieving easy, small, and even insignificant changes builds confidence in the organization and changes its constitution.

Successful Organisational Change Management (OCM) requires a good communication plan. From my experience, this involves several key aspect: 1) Messages need to be customised for each audience. What resonates with sr. leadership, IT, or middle management will vary. 2) Identifying the most effective communication medium (e.g., email, video calls, face-to-face meetings) and frequency for each target group is crucial. 3) Every communication should explicitly outline what is at stake for the recipients and what is expected of them, whether it's providing feedback, showing support, etc. The goal is to deliver the right message, to the right people, at the right time, and through the most effective channels, to achieve your desired outcomes.

Set a plan for a data-driven approach in measuring success. The best way to show a return on investment is to show hard numbers - even better if those numbers can tie to organization revenue. Having detailed data can also help inform on where and how to pivot as you should be seeing what metrics aren’t up to standard and iterate on those areas.

It's human nature to find status quo comfortable, in contrast to change, which is unfamiliar and therefore harder. This is especially true with digital strategy, as there is often new technology and/or processes introduced. A three-pronged approach is recommended to manage change and resistance. (a) Plant (the seed) - This should occur well before the change is implemented. Proactively evangelize, educate, and articulate value and a compelling vision. (b) Nurture (the plant) - Provide continuous support to gain stakeholders' consensus and address concerns, creating a positive attitude toward the change. (c) Harvest (the value) - Reinforce the rewards of the change, showcasing tangible benefits and solidifying the value of the innovation.

When met with resistance to change in digital strategy within an organization, it's essential to recognize the formidable influence of organizational culture. As famously stated by Drucker: "Culture eats strategy for breakfast." Understanding this concept underscores the need to address cultural barriers alongside strategic initiatives. Attempting to implement digital transformation without aligning it with the prevailing organizational culture can lead to friction and ultimately undermine the success of the proposed changes.