What do you do if your team resists embracing new technology in Strategy?

The basic mistake leaders make when trying to solve a problem - the team doesn't adopt their strategy - is that they solve it from the wrong perspective. More often than not, the rejection of a new idea or strategy is not because the team does not agree with the chosen course, but because of human psychology. The most common causes of disagreement are: - Change = instability, instability = danger. As Mark Twain said, only a baby with a full diaper dreams of change. - Employees may, as a result of implementing a strategy, find themselves in an area where their competencies and knowledge are lacking. This cannot but cause fear and rejection.

In our journey of tech evolution, we’ve faced ‘Fear of the Unknown’. This was evident when we transitioned from conventional daily call reporting to electronic reporting for our field force. Initially, we faced resistance due to the unfamiliarity of the new process. Today, the same individuals who resisted the change are now enthusiastically using an advanced mobile and GPS enabled reporting system. This transformation was a gradual process that required patience, persistence, and positivity. We continuously supported our team, addressed their concerns, and demonstrated the benefits of the new system. #ChangeManagement #DigitalTransformation #PharmaMarketing #Leadership

In the context where one's team is rejecting a strategic initiative for which they were the sponsor, it is imperative to introspect and recognize that the issue may lie with one's leadership or communication approach. Strategy inherently entails collaboration and alignment among team members. A well-formulated strategy, whether centered around people, processes, or technology, should undergo thorough vetting, be supported by a robust business case, gain internal stakeholder approval, and receive executive endorsement before implementation. If despite these steps, the team rejects the initiative, it indicates deeper team-related challenges that warrant immediate attention and resolution.

I’m fascinated by the narrative around tech-first. It’s my experience that tech should only enable, which means it can never lead. If a team isn’t embracing a technology there are typically 3 resolvable reasons: 1. The tech doesn’t solve the problem 2. The tech makes the problem worse 3. There is not a a well-conceived or documented system for the tech’s practical application The issue of adoption, for customers and internal team members, is almost never unwillingness, it comes from lack of leadership, no strategy, or the product sucks. Many throw technology at a problem without a system for using it (this is why consultants are paid mightily for work that is regularly tossed). Don’t let this be your company.

Addressing team concerns about new technology starts with active listening and empathy. Understanding their apprehensions is crucial, as fear of the unknown and doubts about adapting are common. Acknowledge these fears and foster a supportive environment to mitigate resistance. Open dialogue, soliciting feedback, and transparency about the change reasons are essential steps. These actions build trust and inclusivity, crucial for successful technological adoption. Providing training and showing how the new technology benefits both the team and the organization can also ease the transition. Ultimately, leading with empathy, clear communication, and support ensures smoother integration of new systems and positive team adaptation.?

It's very common as a first cut reaction of the team to resist the introduction of a new technology. To try any new technology the risk is there. People in general want to continue with what they have been doing call it comfort zone or sheer lethargy. Find what is that is keeping them smug or their resistance to change. Invariably we find in most of the cases it is fear of the unknown. As a leader you have to persuade that not shifting is a sure shot risk although at best it may give us some more time. Various historical cases can be shared to give some confidence to the team.

Offering quality training is crucial when your team resists adopting new technologies in strategy because it equips them with the necessary skills and knowledge to understand the benefits and functionalities of the new tools, thus alleviating their apprehensions and resistance. Through comprehensive training, team members gain confidence in their abilities to effectively utilize these technologies, leading to smoother integration into workflows and ultimately enhancing productivity and competitiveness within the organization. Additionally, quality training fosters a culture of continuous learning and adaptability, positioning the team to stay ahead of technological advancements and remain agile in an ever-evolving business landscape.

Consider setting up a peer-to-peer meeting for your team with a trusted partner or client that has gained business benefits through the use of technology in Strategy. This will enable your team members to openly discuss concerns and opportunities with their peers, who have created value through technology. By hearing about and learning from these peer success stories, your team members can gain confidence in applying technology in Strategy through their own approaches.

Showing benefits is the single most reason for the team to feel hopeful. As a leader our job is to deal in hope. Needless to say that the team also should be very clearly shown as to what they would gain from this excercise. Moreover they also learn a lot by embracing a new technology which only helps them to become more relevant in an enhanced technology environment.