You're facing resistance to IT strategy changes. How can you overcome internal pushback?

Seek to understand. Listen. You will likely learn a lot in the process and make your strategy so much better. Only begin to act, once you have confirmed that those you have spoken to feel that they were heard and that you truly understand what was meant, not just spoken.

- Involve them on the change process. Seek their inputs and addressing their concerns. This can help them feel invested and less resistant. - Communicate clearly reasons behind changes, how it brings benefits to organizations and how they will be implemented. It would help alleviate fears and uncertainties.

Find The Strength Within Your Resistance. Ask Yourself What It Is You're Resisting. Realize You Don't Fear Change, You Fear Loss. Adopt A Learning Mindset. Look For What You Can Learn Now To Welcome Change In The Future. Consider The Upsides Of Change. Consult A Mentor Or Coach.

To overcome internal pushback on IT strategy changes, focus on communication, collaboration, and demonstrating value. Clearly articulate the 'why' behind the changes, addressing concerns and highlighting benefits. Offer training and support to ease the transition. Showcase the positive impact of successful changes to reinforce the strategy's value.

Voice of the customer, client end, user and stakeholders should all be considered with strategic change. Not all voices have the same eventual role. Some end up being informed, and some contribute to the design. Using a RACI model, change impact analysis, and project management tools paired with a strong communication plan is crtitical for success. Discussion or rational provided for both benefits and concerns increases acceptance and ownership. Foster early adopters and vocal champions of change, explain how this solves problems, increases productivity. Share why certain ideas were or weren't implemented or part of the revised strategy. Promotion of teamwork, unity, and belonging are important factors in change adoption successfulness.

Start communicating the IT strategy changes early in the process and continue to provide regular updates throughout implementation. This helps build trust and transparency. Explain the reasons behind the changes, the expected benefits, and how they align with the overall business goals. Use clear, concise language and avoid technical jargon. Finally, utilize various communication channels, such as town hall meetings, emails, newsletters, and social media, to reach a wider audience and reinforce the message.

Clear communication is key. Show how the changes benefit them personally. Explain how it'll make their jobs easier or more impactful. Use simple language, avoid tech jargon. Connect the dots between the strategy and their daily work.

“People don’t resist change. They resist being changed!” - Peter Senge It’s natural for people to resist change because it is often uncomfortable and uncertain. To get people on board, it’s important to have open and transparent discussions with them. They need to understand and believe in the benefits of the changes. If they don’t grasp the “why,” they’ll struggle to commit to the “how.”

It's really important to consider what matters to each group of users - the benefits that make the most impact. I have seen time and time again benefits such as "time-saving efficency" or "avoidance of switching between multiple systems" as being communicated with a lack of enthusiasm from the end-user. When this is switched with "easily identifying stakeholders that haven't heard from your business with one click" or "automatically schedule your next meeting sync" then you tap into their personal motivations. If you're not sure what these might be, find someone who is an early adopter in the same team and ask them what the most impactful areas are to them.

You need to involve stakeholders at the beginning of developing the strategy, either through formal or informal channels. They need to be part of the process and not only be told what is the strategy at the end of process.

Involve your team in the process. Their buy-in is crucial. Let them contribute ideas. This builds ownership and creates advocates. Collaboration improves the strategy and clears the path for smooth implementation.

In order to overcome resistance to changes in IT strategy, emphasize open and honest communication. Give a thorough justification for the modifications, emphasizing their advantages and addressing any worries up front. Make the case for why the change is required by providing evidence in the form of case studies and data. Provide tools and resources, such training sessions or public discussion forums, to assist your team in adapting. You can establish trust and facilitate a more seamless transition by encouraging an open communication and exhibiting empathy for their worries. This will ultimately decrease opposition and increase buy-in.

Whenever strategy is being made or refined identifying the right and key stakeholders right from the beginning is key.. many a times I have seen the key stakeholders being involved only at the fag end which creates resistance, friction and the whole breakdown of strategy being built. Stakeholders by definition are those who are involved, impacted , benefited in one way or other due to new strategies being implemented for growth or transformation.

Here at LinkedIn, we are continually improving our platforms and tools. With so much change, one of the most effective ways of bringing everyone on-board with the changes is to offer transparency and open discussion through a 'product roadshow /Q&A'. During this session technical teams and champion users host a panel discussion to show the new features, talk about the context of why the product is heading in this direction and then open the floor to questions from the audience. It's by far the session that gets the most engagement from all types of end-users.

Fournir des micro formations sur un sujet précis ou des vidéos explicatives pour chaque utilisateur en fonction de son besoin

Seeing is believing. Demonstrating the benefits in parts rather than wholesome is the proof of the pudding. Identify the right pilot task which is visually and highly impactful from a business purpose.. Create an agile plan to develop, integrate and deploy it in a seamless manner.

Show, don't just tell. Pilot projects are game-changers. Quick wins build trust and momentum. Success breeds more success. People believe what they see. Turn skeptics into champions who can support you and also be your advocate when you are not in the room.