Sie sehen sich mit Widerstand der Geschäftsleitung konfrontiert, wenn es um Änderungen der IT-Strategie geht. Wie wirst du mit ihrem Widerstand umgehen?

To address pushback from senior leadership on IT / Program strategy changes, I would first engage with them to fully understand their concerns and ensure alignment with business goals. Using data-driven evidence, I would present the value and impact of the proposed changes, showing how they support organisational priorities like cost reduction, efficiency, or growth. Collaboration is key, so I would work to find common ground, integrating their input where appropriate. Lastly, I would focus on achieving quick, visible wins to demonstrate the strategy’s benefits and build trust.

Here are some strategies and scenarios to help overcome this resistance: 1. Make sure to completely understand Business goals and align IT Strategy with 2. Present a clear business case with ROI: Leadership is always skeptical about cost and benefits. so present clear indicators about cost vs Benefit, Risk of inaction 3. Cross-collaboration : Integrate in your Strategy other departments, you may easily find your advocate. 4. Start with quick Wins and POC 5. Use adapted language: Translate the technical complex aspects of your IT strategy to simple narrative story (Simple message, Data-Driven Storytelling, Visual Aids) 6. Be Open to feedback and adjust the strategy following the remarks that you may receive.

To navigate pushback from senior leadership on IT strategy: Listen / Align / Use Data / Start Small and most importantly ... Collaborate ! Invite input to refine the strategy and build buy-in. Good luck !

In this case you probably needed to have taken action sooner. Before you make changes, you need to bring leadership on board. If executives are questioning your efforts, you missed a critical opportunity to demonstrate the business value of your plans and get leadership support. If you've done this, then any resistance would be on how you are enacting your strategy, and that is a much easier issue to resolve. It's still bad when leadership is resisting your efforts, so ask why would they be doing that? The answer most likely lies in either a lack of effective communication or in execution. If the first, you can stop and communicate, if the second, look to successful efforts and see what you are not doing correctly.

If your leaders see your plan as risky, you need to both justify and mitigate those risks. To justify, show all the other options you considered and why this is the least risky or offers the best outcomes for that risk. To mitigate, show how your plan can be undertaken in small steps and how direction can change if the risks are realized. If they don't see how the plan aligns with their larger goals, you need to reexamine whether your plan does support those goals or clarify the dependencies. You may choose not to pursue some good ideas if you need those developers to work on higher-priority items. Last, if they don't trust your expected outcomes, create fallbacks they do trust and do time-boxed tests to power data-driven decisions.