How can you overcome resistance to change in a digital strategy role?

Some people will always resist change, so don't waste too many resources trying to achieve 100% acceptance (80/20 rule).Instead use the momentum and learning from successful change to sweep up the hardcore resistance and pull them along. Don't forget them though or they could dig in and create longer term problems.

In my experience, the causes of resistance to change are: 1) Fear of the unknown: If People don't know what the change will mean for them, they may be worried about losing their jobs, having to learn new skills, or having to change their way of working. 2) Lack of trust: If people don't trust the people leading the change, they may believe that the change is not in their best interests. 3) Lack of communication: If people don't understand the reasons for the change, they may feel that they are being left out of the decision-making process, or that their concerns are not being taken into account. 4) Lack of participation: If people don't have a say in the change process, they are less likely to feel ownership of the change.

I find it more likely to face resistance when we start engaging stakeholders in changes at a very late stage. People want to be involved in making good changes and be heard as well. If we engage people too late, it might even seem forceful. Categorizing stakeholders and engage them through different waves of changes can be very powerful.

Using data - qualitative and quantitative, internal and external - is one of the most effective storytelling tools you have in your toolbox. Combined with the tests you have also run that showcase the impact of different digital tactics, you have a wealth of unbiased information with which to persuade internal stakeholders to move in a particular direction. Resistance to change is not uncommon, and it’s important to understand the underlying root cause of any resistance. It’s usually based in a fear of losing an entrenched and beneficial position (clients and revenue). By combining your data with a clear understanding of the situation, you will be able to create the most compelling case possible.

For understanding resistance against change, I think it is important to note that this word has been branded negatively: Change only happens in crisis and change management is only needed when companies struggle - that's what I still learned back then at university and I realize that many business leader still think & feel that way. We need to brand change a) as nothing negative but b) as a capability which is useful to master the economic challenges. The underlying assumption of the last decades that if there is no change necessary, everything is fine, is dangerous in today's world - but on the other side, being able to re-invent yourself & change the way you look at things permanently, can be a fun sport as well.

I think it's important to be really open with stakeholders that resistance will (!) happen. In the early days of digital transformation, there often was this "you need to convince them" message, putting pressure solely on the shoulders of the transformation lead. This procedure rarely works and rather burns topic & people. Transformation is a team effort & while initiatives may be planned & coordinated by a digital lead, the underlying wish for change needs to be supported & pushed by all leaders. And when resistance happens, it needs to be discussed openly & everyone needs to be part of the solution. The expectation that change comes with a 100% convenience & comfortability rate, is just unrealistic.

I agree, but I see the main points and missing here are building a governance model, and aligning change with organizational goals. On a more people management, address concerns empathetically and actively find a win-win way forward with genuine buy-in. And then finally, celebrate quick wins to bring more people to the journey and honestly announce worst practices too to build trust.

Piloting ideas that people are afraid of is a great way to showcase the potential of an idea you have without over-committing or taking on too much risk.