In large enterprises, aligning goals, demonstrating empathy, and maintaining relentless focus on communication and collaboration are pivotal to overcoming resistance and driving success in software projects.

Enterprise Software project span a large user base, and a few disagreements are bound to happen. It is important to engage stakeholders early on to capture their inputs and to share potential benefits of software modernization to create buy-in for the change. Frequent project updates on milestone achievement, keeps the engagement level going. This engagement needs to be further reinforced during roll-out with teasers, trainings and information content to alleviate any concerns on the software. Effective communication proactively addresses potential concerns and aligns stakeholders

To get everyone on board with projects, it becomes essential to address concerns transparently and highlight how the changes align with team goals. Make sure to recognize and reward early adopters and use their influence to encourage other team members.

The concept of everyone onboard in one go is wrong. As with any adoption of new software with innovators, early adopters, early majority, late majority and laggards, team dynamics plays too. It's essential, not to start big bang projects with such massive scopes that the entire team is expected to change. The dynamic leader who is initiating the change should convince the innovators and possible early adopters, build out the scope and prove that this team is capable of delivering and that that the change was good. Once others see the results and reward the change has brought to the team, they too would join. Some might require an up skill training. In any case it's not possible to get everyone, so agree to disagree and move on..