How would you address resistance from senior leadership when presenting a groundbreaking innovation idea?

One possible addition could be to include empirical evidence or case studies that support the effectiveness of the innovation. It could also be useful to suggest initiating a pilot project or a proof of concept that minimizes perceived risks and allows senior leadership to see tangible results before fully committing. This can help alleviate any concerns about the viability or impact of the innovation.

1- The first step to solving any problem is to understand it better. Please understand the business and personal reasons for the resistance to begin with… 2- As a good practice when working on a serious innovation, it’s always advisable to align early on with key stakeholders rather than work in silos. 3- Resistance to change is the most natural reaction at all levels. Don’t let it discourage you from moving forward. Change management is a process - it’s best to show small victories by engaging with people who are aligned on the change, show the impact, get customer voice of confidence to build your case, assuage concerns at leadership levels before going all in! 4- use data to show value, be flexible to receive feedback.

When presenting groundbreaking ideas, resistance from senior leadership is often rooted in fear of change and uncertainty. To address this: Frame the innovation in terms of strategic benefits and ROI Present solid data and market research to support your case Involve key leaders early in the ideation process to gain buy-in Propose a phased approach or pilot program to mitigate perceived risks Cultivate a culture of calculated risk-taking and continuous improvement Remember, true innovation requires challenging the status quo. As leaders, we must balance prudence with the courage to pursue transformative ideas that can propel our organizations forward.

Según mi experiencia, la alta gerencia puede temer a los cambios, por la inestabilidad e incertidumbre, la mejor forma de abordar este tipo de barreras es justamente involucrando al equipo y stackeholders desde el inicio, por lo que recomiendo: 1. Hacer reuniones 1:1 con los miembros principales. 2. Hacer pilotajes controlados o ejemplos de empresas similares, con los cuales se pueda mostrar ejercicios de puesta en marcha de la idea si poner en riesgo la ejecución actual. 3. Mostrar claramente escenario actual Vrs Futuro, para poder identificar las ventajas competitivas de la nueva idea de Innovación. Lograr que todo el equipo este de acuerdo requiere eliminar/Reducir la incertidumbre e inestabilidad, por medio de un análisis de riesgo.

Starting with a good presentation of the benefits of the idea, how it will make a difference, addressing the added value and how it will affect the cost.

Mostrar los beneficios del proyecto es clave: su ejecución llevará a la empresa desde un punto A hasta un punto B. Esto debe quedar claro desde el inicio de la presentación. Al hacerlo, proporcionas tranquilidad a la audiencia, ya que desde el principio saben hacia dónde se dirige la presentación y el proyecto. Es fundamental presentar un plan de ejecución que sea sencillo y claro, incluyendo los costos y beneficios asociados. Esto aporta mucha claridad sobre el alcance del proyecto y permite a la audiencia entender de manera precisa lo que está en juego. Finalmente, concluye con un mensaje motivador, que inspire a la acción y fomente el compromiso con el proyecto.

Realizar un Análisis Exhaustivo Un análisis detallado que incluya un estudio de mercado, un análisis de costo-beneficio, y una evaluación de riesgos es crucial. Demostrar con datos sólidos cómo tu idea innovadora puede beneficiar a la organización facilita la toma de decisiones informadas. Presentar Beneficios Claros y Tangibles Los beneficios deben ser claros y cuantificables. Ya sea en términos de aumento de ingresos, reducción de costos, mejora en la eficiencia o ventaja competitiva, es importante mostrar cómo la innovación se traducirá en resultados positivos concretos.

As said EQ is more than IQ : so go ahead and engage the emotional input and in turn get motivation ,renewed energy lesser resistance and overall tem engagement .Even if the change and business improvement may involve resistance ,making best of sharing gets a sense of common goals and higher understanding thus common goals effort to achieve higher

A inova??o precisa estar atrelada n?o apenas aos objetivos da empresa, mas também aos seus valores e a resolu??o de problemas presentes no cotidiano de quem está lá. Nós engajamos pessoas que precisam enxergar o resultado do esfor?o empreendido por elas naquele projeto, e isso é feito com escuta ativa, pertencimento e responsabiliza??o.

I completely agree. Emotional engagement should indeed start from within. You need to convey your own belief, motivation, and enthusiasm for the idea you're presenting. This personal connection is essential for truly resonating with your audience. However, it's equally important to support your emotional appeal with solid data. Combining your genuine passion with concrete evidence creates a compelling case that can effectively persuade decision-makers.

Este ano está sendo repleto de "primeiros contatos" para mim, seja conhecendo de forma mais profunda determinados sistemas, áreas dentro da empresa ou fluxos. Para absorver tanto conhecimento e tomar decis?es assertivas em diferentes projetos, a conex?o e a aprendizagem junto a esses influenciadores - pessoas que lidam diariamente com essa demanda - est?o sendo imprescindíveis.

Identificar e aliar-se a "campe?es" dentro da organiza??o, que apoiem a ideia e tenham influência sobre a lideran?a, pode ser uma estratégia eficaz. Esses indivíduos podem ajudar a construir o caso para a inova??o e influenciar positivamente a lideran?a sênior.

When presenting your innovation, offer reassurance through a phased approach with built-in exit options: Break the project into stages, each with clear success criteria. This allows leadership to assess progress and decide whether to continue, adjust, or exit at multiple points with minimal risk. Present data-driven results at each stage gate. By providing these "off-ramps" and supporting each phase with evidence, you demonstrate thoughtful risk mitigation. This approach balances innovation with caution, addressing concerns while allowing for controlled progress and learning.

We often forget: doing nothing has a risk, too. Every choice has risks and rewards. The trick? Put a number on them. When you quantify the unknowns, you see clearer. Make bolder moves. Find opportunities others miss. It's not about avoiding risk. It's about understanding it. Know your risks. Know your potential. That's how you lead the game.

Additionally, it is crucial to be humble and always open to listening, whether it's from experienced individuals or anyone who has something valuable to contribute. Therefore, let's listen! By creating an environment of open communication, you can turn resistance into constructive conversation and partnership.

One thing I've found helpful is that senior management doesn't give buy in for an Innovation idea because it's groundbreaking, but because it helps them solve their number one problem better than any other technology in the market. First the problem your solving must be clear and be a key priority to the company Second prepare a business case. Clearly highlight what metric or KPI the Innovation affects and how that translates to Financials. Third Prepare a good sale letter presentation , that Clearly illustrates what processes of the company will change with the Innovation. Focu on the problem, business case and workflows and less on the technical features of the idea. This is how to get buy in for groundbreaking innovations

Mit einem klar strukturierten und kompletten Business Case kann die eigene Idee überprüft werden und dargelegt werden, dass es nicht nur ein Traum ist. Der Zeitpunkt der Vorstellung ist auch sehr wichtig. Ist die Gesch?ftsführung gerade mit den Gedanken nicht anwesend, wird das Momentum verspielt. Kommt das Thema dann sp?ter nochmal auf die Agenda ohne direkt auf den Punkt zu kommen, wird vielleicht der super Business Case nichtmal wirklich angeschaut.

Propor uma abordagem de experimenta??o ou prototipagem pode ajudar a mitigar os riscos percebidos pela lideran?a. Sugira iniciar com um piloto ou um teste controlado que permita avaliar os resultados sem comprometer grandes recursos ou arriscar a opera??o principal.

Involucra a todo el equipo en la comunicación del proyecto. El desarrollo de nuevos proyectos es un tema sensible, y es crucial que todo el equipo se sienta parte desde el inicio. Este simple gesto contribuye enormemente a la ejecución del proyecto, ayudando a derribar las posibles resistencias internas que puedan surgir dentro de la empresa.