Welcome resistance, they voice doubts and might show risks you’re not seeing. Build connection in the change team and the affected and facilitate transparency when moving forward. Ask not for approval but look for consent in addressing the doubts, ask what would you need to move with us, not do you agree. Sometimes you don’t have to have a majority for your plans, just don’t have a majority against it.

In situations like this is better to get the stakeholders buy in and put communication on steroids early ensuring that all involved parties understand the change or the twig on the road map. Once there is a clear understanding and buy on the plan you can focus on resources needed to achieve the newly established direction. Converting all stakeholders as partners in recreating the new direction helps to agree on resources and energies needed to deliver on the new. Is also important to stay close to stakeholders with regular communication, reviews and updates on the agreed plan to guarantee success of the project.

1. Understand Resistance: Identify root causes through stakeholder engagement. 2. Communicate Clearly: Explain the strategy, benefits, and impact transparently. 3. Engage Stakeholders: Involve key influencers and co-create solutions. 4. Provide Support: Offer training, resources, and on-demand assistance. 5. Show Quick Wins: Highlight early successes to build confidence. 6. Phased Rollout: Start with pilots and scale gradually. 7. Monitor & Adapt: Collect feedback, measure outcomes, and refine as needed. 8. Lead by Example: Demonstrate commitment and empathy.

It is always wise to discuss with all stakeholders and team so that why the change is required is clear to all the stakeholders involved in it. If the team understands what is the change for, why is it needed and what benefit it can bring in to the people involved then the resistance can be reduced. Few set of people might still be adversant towards the changed strategy, they can be won over with facts and figures or case studies. The crux lies in the logical deduction & understanding of the benefits being realised from the implemented strategy.

Un changement de stratégie implique l adhésion. Susciter l adhésion pose la question de l intérêt pour la partie concernée : nouvelles responsabilités , Nouveaux outils , nouveaux marchés , incitation financière , changement d organisation . Pour les financiers : BFR, augmentation du chiffre d affaires , ROI . Le plan d action , scénarii , agenda , doivent être établis .

Navigating resistance to change in project strategies is always a challenge, but I’ve found that combining structure with a personal touch makes a significant difference. One approach that has worked for me is leading by example. When I personally adopt the new methodology with enthusiasm and consistency, it sets a tone of commitment and reassurance for the team. This often helps alleviate fears and skepticism. Additionally, I like to celebrate small wins early on. For instance, when a new process or strategy shows even minor improvements, I make it a point to highlight these successes during team discussions.