Key stakeholders clash on new technology integration. How will you navigate the divide?

Based on my experience, I have identified that one of the essential project resources is an expert in Change Management, who directs, guides and carries out the strategy for identifying stakeholders, their interests and participation during the project through a strong communication plan.

Tout simplement réaliser un audit en mode SWOT. Comprendre les besoins et contraintes de chaque partie prenante. Rencontrer les services traverses Définir et Mettre en place une Road Map

One thing I found helpful is understanding what the concerns are from both ends, and addressing those concerns. Conflicting views could stem from misalignment hence the criticality of clarity, when dealing with diverse stakeholders.

a key attribute if a successful implementation is a knowledgeable c level project sponsor, a clear governance structure, and relevant meetings to present and discuss different opinions. it is not enough to map stakeholders and their preferences, pain points, KPIs, other factors, and then deploying a good change manager to ‘smooth’ the path of implementation - a robust governance and escalation structure are vital to debate concerns in an open and respectful manner but ultimately let the sponsor lead on the final decision making

In my career span, I have always seen that technological transformation always needs three crucial elements - management buy-in, alignment to strategic business objectives and a clear IT roadmap. Concerns around adoption and/or implementation of a specific technology need to be seen holistically weighing pros and cons, having healthy debate and aligning stakeholders on a common objective.

Begin with overall business strategy. Link the concerns raised to each of the OKRs. This would enable identify critical concerns that might impact the business strategy and design / prioritize responses. Complement this with a stakeholder mapping to identify critical stakeholders to make the initiative successfull. They would need dedicated stakeholder management as well

One of the most important stakeholders that are identified but whose interests are overlooked are the end users - the people who are actually going to use the integrated system. A important aspect is to not only assess concerns but also evaluate them with a quantitative metric. This can be done through: a. Categorizing these concerns into specific buckets based on their nature as well as the stakeholder raising these concerns. b. Assigning weights to parameters. c. Actual scoring of these concerns Example - a concern can be weighed on the basis of: i. Operational/strategic concern ; ii. Stakeholder who is raising this concern (technical expert, functional advisor, system user, etc.) iii. Experience of the person raising it.

Even though communicating the benefits is important, I would start by demystifying the technology itself in plain English. Often stakeholders are reluctant because a lack of understanding makes the technology change sound bigger than it actually is.

Communication is key to any engagement. Yes we definitely need to showcase benefits, but we should also communicate potential risks and impacts. Ensuring all impacted teams have a voice is critical to the success of the engagement.

Appliquer le Lean Management Le Management Visuel Opter pour le mode agile Inviter tous les acteurs autour d'un call ou d'une réunion en physique. En Résumé, la communication est primordiale

To avoid unnecessary questions from the management team, we need use simple and clear language that non-technical stakeholders can easily understand. Avoid technical jargon that might confuse or alienate them. Also we need to provide concise summaries that get to the point quickly. Use bullet points, infographics, or executive summaries to convey key benefits at a glance.

While it is important to facilitate collaboration through various methods such as workshops, joint sessions, trainings, etc., it is equally important to set the narrative regarding the new status quo. It is imperative to strike the balance between being open to feedback, addressing stakeholder concerns and at the same time, setting the expectation of a changed modus operandi.

Some trainings are too focused on "convincing" stakeholders to accept new technology because of usual benefits such as efficiency and cost saving. When these trainings are humanized by assessing the overall characteristics, norms and values of the stakeholders, we tend to plant a seed of change. Learning style of the training will shift according to the core characteristics and to determine that an expert on "individual difference and personality" can be present to share the mental aura of the stakeholders.

Monitoring progress should involve both quantitative and qualitative metrics. In addition to tracking technical milestones, gather feedback from stakeholders on their experience with the integration process. Are they feeling more confident and supported? Are their concerns being addressed? Use this feedback to make continuous improvements to your communication and support strategies. Establish a feedback loop where stakeholders can regularly share their thoughts and suggestions, ensuring that the integration remains a collaborative effort.