What are effective ways to gain buy-in from stakeholders who are resistant to IT initiatives?

Identifying and prioritizing stakeholders is only one aspect of successful IT initiatives. Understanding the pain points of those stakeholders and showcasing how technology will improve operations, reduce costs, and increase revenue (whether directly or indirectly), will win them over. Business stakeholders want to understand what's the ROI and what's in it for them.

Be clear and honest about the details: Stakeholders may resist IT initiatives if they feel that they are not well-informed, misled, or deceived. A project manager should be transparent and realistic about the scope, timeline, budget, resources, and deliverables of the project. They should also communicate the potential challenges, risks, and trade-offs that may arise and how they plan to address them. By being clear and honest, a project manager can build trust and credibility with the stakeholders.

In my experience, it is critical to understand the stakeholder map. You can create a map of stakeholders by plotting them into categories that are relevant to your initiative. You can assess your stakeholders based on any of the two dimensions, such as - Impact, Influence, Interest, Power, etc. When you have plotted them in the quadrants then you can draw your strategy to work with them. A high-impact and high-influence stakeholder may have different needs, and so they need to be managed differently, than the one who is part of a low-influence/high-impact group. A graph like this helps build a better stakeholder management and communication plan. Also, stakeholder mapping is not static and should be reassessed from time to time.

Technology supports business outcomes - the owner and key stakeholder of the outcomes should be known before the “IT initiative” begins.

Have a business capability landscape. A target operating & collaboration model. A clear vision, mission and objectives from your business. IT is only a leverage to optimize business processes and connected systems/platforms/software. In the end business will see 'IT' (and OT) as a need to achieve their mission, goals and objectives. The buy-in restraints itself.

too many tech folk only think tech...and therefore the technical benefits. we do not deliver technology for the sake of technology - we deliver it to support our organisation's aims. Therefore we need to articulate benefits to our colleagues about the benefit it will bring them and in their language.

Incremental Value drops- Most of the time it’s the cost, timelines, risk, user/ customer adoption worries stakeholder to go ahead with large transformational/ IT initiatives. There are assumptions and risks, it’s difficult to prove conclusively how things will manifest, and fear of unknowns is also there. So, it’s important to show INCREMENTAL BUSINESS VALUE with decision checkpoints. Its important to show a value drop with in 4 to 6 months. So, the incremental value drops provide a proper timeframe for quantitative, qualitative assessment, course corrections and decisions. No stakeholder wants to go too far without realizing the benefits. It’s important to build this into the proposal.

One tip here - Don't communicate your value proposition or the broad value proposition - communicate their value add to them. What's in it for them? Short-term, long-term, even personally!

Here are some effective strategies to consider for gaining buy-in from resistant stakeholders, based on my 15+ years of IT management expertise & experience: 1. Understand Your Stakeholders: Take the time to identify & understand the specific needs, expectations, & pain points of your stakeholders. 2. Craft a Compelling Narrative: Develop a narrative that clearly articulates the unique value your IT initiative brings. 3. Provide Tangible Evidence: Back up your claims with data, success stories, & testimonials that showcase positive impact of similar initiatives. 4. Communicate Benefits Clearly: Clearly outline the benefits of the IT initiative, focusing on how it will improve efficiency, reduce costs, or enhance customer satisfaction!

Absolutely, communicating the value proposition is essential to overcome resistance to IT initiatives. Make it crystal clear how the initiative will benefit stakeholders and the organization. Utilize data, evidence, and real-life examples to illustrate the positive impact. Address concerns by acknowledging potential risks and outlining mitigation strategies. By effectively conveying the value, you inspire confidence and buy-in, paving the way for successful IT transformations. ???? #ValueProposition #ITInitiatives #ChangeManagement

Involving skeptics has proven an effective way to build trust. Change your mindset towards their resistance: view it as a challenge to help optimise the solution. Go as far as designating them as a Senior User or a Change Champion, so they're integrally involved in decisions and or adoption. This can be a useful strategy for addressing concerns and gaining valuable feedback through all stages of design and deployment.

Follow the strategies outlined below for involving the stakeholders in/as part of the process, basis implementation experience over the last decade engaging with them:- 1. Engage Early and Often: Involve stakeholders from the project's inception to foster a sense of ownership 2. Encourage Active Participation: Create opportunities for stakeholders to contribute ideas & feedback 3. Address Concerns Proactively: Listen actively to stakeholder feedback & address their concerns promptly 4. Define Roles Clearly: Ensure that each stakeholder understands their role in the project & how it contributes to overall success 5. Provide Continuous Updates: Keep stakeholders engaged & informed with regular updates on progress, changes, & next steps

To gain stakeholder buy-in, involve them in the IT initiative. Develop an engagement plan, establish feedback mechanisms, and encourage collaboration. Keep stakeholders informed and empower them. By actively involving them, you reduce resistance and ensure alignment with their needs. It's a win-win for everyone. ???? #StakeholderEngagement #ProjectSuccess

Stakeholders needs to be involved before the planning phase….We need to involve stakeholders when we identify the problems, when we design the solution. Actually just all the way…

I think you can do more than just to involve your stakeholders. You can convince them to become part of the project team. Or if not possible for any reason, then try to involve someone who is very close to your stakeholders and then they will update your stakeholders about the progress (the behind the scenes) on a very regular basis.

The following outlined below are ways to building trust and rapport with stakeholders based on my practical hands-on experience in IT management: 1. Establish Honest Communication: Avoid overpromising & regularly update stakeholders on progress, challenges, & changes using bi-weekly SteerCo meetings 2. Engage Actively with Stakeholders: Organize discovery meetings to understand their concerns & objectives 3. Showcase Transparency: Share the decision-making process openly for stakeholders to trust the outcomes 4. Practice Active Listening: Allow stakeholders to express their thoughts fully before responding to build rapport 5. Deliver on Small Promises: Start with manageable commitments that you can easily fulfil to build credibility

To influence stakeholders effectively: Demonstrate Expertise: Showcase your IT knowledge and skills to establish credibility. Show Empathy: Understand and empathize with their needs and challenges. Transparent Communication: Be honest, consistent, and transparent in your interactions. Keep Promises: Follow through on commitments, building trust through reliability. Acknowledge Contributions: Recognize and appreciate their contributions and milestones. Building trust and rapport is essential to gain stakeholder support and ensure the success of IT initiatives. ???? #TrustBuilding #StakeholderEngagement #ITLeadership

An example would be to not have a decent understanding of who to communicate with. You must have a decent communication plan and keep it updated. This should include the naysayers as well, you have to lead with confidence, understand who the decision makers are, listen, listen, listen and then react accordingly.

Caso os envolvidos estejam relutantes em engajar nas iniciativas de TI, tentaria obter os motivos primeiramente. A partir dos motivos, atuar proximo à eles mostrando as vantagens das iniciativas para o trabalho deles, o quanto ganhar?o de produtividade e poder?o se dedicar à outras atividades menos operacionais, possibilidades de gera??o de melhores resultados para a empresa. Uma alternativa é implementar gradualmente as solu??es de TI, de forma que nao impacte de imediato a zona de conforto do stakeholder e ele possa perceber ganhos com as novas ferramentas.

You don't need to be an IT leader - you need to be a project leader. You will not gain trust from people outside of IT who are resistant to IT initiatives by showing your skills in IT. You will gain trust by showing empathy in how your IT systems affect their work. If you can, plan your project to deliver some benefits early on, ideally around the pain points of your stakeholders, and let them take some credit for identifying the issues and helping to solve them.

Seek to understand perspectives and motivations to identify opportunities of mutual interest and alignment. Often times we are seeking the same outcome just positioned differently. You may also need to develop an understanding of the organization's priorities and how this stacks amongst its investment options, including the organizational constraints e.g. human capacity and financial limitations. It also helps to frame the initiative in terms that are familiar to the recipient audience. For example, if you're seeking funding approval and engaged in a business discussion, you will want to establish the tangible and in-tangible benefits for the business. Does it reduces expenses or increase revenues, and by how much and in what time frames?

When facing conflicting stakeholder interests: Negotiate: Engage in open negotiations to find common ground. Compromise: Seek mutually acceptable solutions balancing their needs and IT objectives. Effective Communication: Use active listening, questioning, and reframing to understand concerns and generate alternatives. Focus on Shared Goals: Emphasize shared objectives to foster cooperation. Avoid Personal Attacks: Maintain a respectful and constructive atmosphere, avoiding criticism. Negotiation and compromise are vital skills to resolve conflicts and ensure IT initiatives align with both stakeholder interests and project objectives. ???? #Negotiation #Compromise #StakeholderAlignment

Two points. First, it is important to truly understand those that are resisting the change. You must understand it well enough to take their place in an argument. Do you understand the reasons behind their resistance? Can you truly argue their point? If you can't, you aren't listening. Second, many objections are focused on the near term. They see the challenges of the adjustment period immediately after the implementation. Make changes to your implementation plan to reflect their concerns. It usually doesn't cost much and goes a long way. If you show you understand their concern about the short term, they may be willing to understand the long term benefits.

By implementing the negotiating & compromising strategies outlined below based on my real time experiences, we can effectively navigate resistance & foster a collaborative environment: 1. Understand Stakeholder Needs and Motivations: Use stakeholder mapping to prioritize engagement based on their influence & interest, to negotiate better 2. Co-create Solutions: Engage stakeholders in collaborative workshops to co-develop strategies & roadmaps, which helps in building consensus & reduces resistance or unwanted negotiations 3. Negotiate Compromises: Recognize that negotiation is key; finding middle ground where stakeholders' concerns are acknowledged while advancing project goals, & provide additional resources/tools as required!

Honestly, let go of the solution. Get them in a room and talk it through. facilitate common ground and don't leave until they address the conflicts in their requirements

Here’s what else to consider as alternatives:- 1. Leverage Data and Evidence: Use quantitative data & case studies to demonstrate the potential benefits of the IT initiative 2. Create a Compelling Vision: Clearly articulate the purpose of the IT initiative & how it aligns with organizational goals 3. Address Emotional Concerns: Actively listen to stakeholders’ concerns, validate their feelings, & provide reassurance 4. Demonstrate Quick Wins: Identify & showcase early successes related to the IT initiative 5. Provide Continuous Support and Training: Equip stakeholders’ with the necessary skills for adapting to new technologies or processes 6. Recognize Contributions: Acknowledge and reward those who actively support the IT initiative

The question you get a lot is "what is in it for me, for my team?" Goes back to the point made of communicating the value proposition. The stakeholders have to understand how this IT initiative changes their process for the better, enhances their workflow or provides some time savings.

The best way to get buy in, that truly works, is to show stakeholders what happens if they don’t support the initiative while also getting them to “imagine” the future state. They need to “want it”. Expect resistance and go in with facts, success stories, and a comprehensive plan of action.

IT strategy is not aligned with business strategy . Not getting the stakeholders' participate in building and forming the strategy . Lack of communications Not assigning responsibilities among all stakeholders . No value realization. Not taking human behaviours changing into account . No proper direction and monitoring of IT Governance

When gaining buy-in for IT initiatives, consider cultural alignment, robust change management, data security, compliance, cost transparency, risk management, and long-term sustainability. Incorporate user feedback, emphasize continuous improvement, establish clear milestones, benchmark against industry standards, and provide impact assessments. Addressing these factors in your planning and communication helps overcome resistance and secure stakeholder support.