Para envolver as principais partes interessadas e mitigar a resistência às mudanças na estratégia de TI, siga estas práticas: Comunicação Transparente: Explique os benefícios e a necessidade das mudanças. Participação Ativa: Inclua stakeholders nas fases de planejamento e decisão. Feedback Contínuo: Solicite e incorpore o feedback deles. Educação e Treinamento: Forneça informações e suporte necessários. Reconhecimento de Contribuições: Valorize e reconheça as contribuições dos stakeholders.

Before launching any change in IT strategy, I prefer to do some background research to find out the major pain points of individual stakeholders, and write a one to one email to each of them listing some of those and describing how the current IT strategy is contributing to his/her miseries. That works as a icebreaker and nicely sets up the platform for the stakeholder to soon be not only a partner but a champion change agent. It is human nature that resistance, once grown, is hard to get rid of. Therefore my strategy is to mitigate resistance right from the beginning.

In my experience, if you are implementing ERP, Finance team should be there with you. If you have not onboarded them, you need to convince them with the benefits of ERP. Similarly, if you are implementing CRM, Sales head should be convinced about the value addition. IT strategy can only be implemented once stakeholders are aligned.

As a practicing CIO, I deeply resonate with this topic. We often tend to overlook the necessity for involving frontline users who will be directly impacted by the changes. Their insights and feedback can provide practical perspectives that executives might miss. Additionally, leveraging data analytics to demonstrate potential gains and address concerns can create a compelling case for change. Lastly, fostering a continuous feedback loop post-implementation ensures sustained engagement and adaptation, making the transition smoother for all involved.

To effectively manage resistance to IT strategy changes, organizations should involve key stakeholders early in the process by identifying internal and external stakeholders, clearly communicating the vision and benefits of the change, involving stakeholders in planning through advisory groups and workshops, empowering change champions, proactively addressing concerns, aligning the IT strategy with broader business goals, ensuring ongoing communication, offering tailored training and support, celebrating early wins, and continuously monitoring and adjusting the approach based on feedback.

We can engage stakeholders early on by hosting workshops, getting their feedback during the planning process, matching modifications to their objectives, and keeping lines of communication open and honest to foster ownership and confidence.

In my experience based on large trasformation programs, best approach is engage them early in the planning process, communicating the vision clearly, aligning it with organizational objectives. During the program provide transparency and regular updates in order to maintain right focus ok key stakeholders. Most of all continue caring of key stakeholders in latest phases of the program, including post trasformation live , in order to measure toghether benefits arised, and define jointly continuos improvment approach.

We can also address concerns and resistance by listening to their concerns without judgement and align views through collaboration to work on solutions that work for multiple parties.

Stakeholders often view things through the lens of legacy systems, so aligning with this perspective is crucial for the success of the strategy. The strategy should not only preserve all the features of the legacy system but also enhance it with robust, scalable, and secure capabilities.

Only two things that you have to do... 1. Show that the changes will add value, preferably to the bottom line, and 2. Move the organization toward it's vision for the future.