Resistance might indicate they see risks that leadership missed. Listen before you persuade—many disastrous strategies could have been avoided by heeding early concerns (e.g., Kodak ignoring digital photography). Rather than convincing, focus on co-creating a shared vision where they see how the plan addresses their worries. True buy-in comes from alignment, not agreement.

Typically, I will start it in a small corner, without fanfare, and let it prove itself on a small scale; once it's working (with the proven data and a path of how), I show rather than tell them. Data and results make the best story. The key to this strategy is to find the 'renegades' to do it and not 'brag' or disrupt; merely execute to prove it out or not. (maturity comes into play here) Don't get me wrong; "they" are still skeptical. It's just a shorter conversation. As a bonus, I have just saved a lot of 'confusion costs' by proving it out and rolling it out quickly versus everyone trying to figure it out simultaneously. After that, momentum has a way of creating the pull for you. If they don't follow after that, do the thing.