Change is never easy, especially in IT strategy, where comfort with the status quo can hinder growth. To overcome resistance, focus on education and empowerment: 1.Tie strategy to impact: Show how the change directly benefits the team, such as reducing workload or improving outcomes. 2.Highlight quick wins: Small, measurable victories build trust and momentum. 3.Involve skeptics early: Give them roles in planning, turning critics into advocates. Ultimately, change is a journey—celebrate milestones and stay transparent.

It's important to focus on explaining evolving technologies, market demands, or internal inefficiencies that necessitate the shift to stay competitive. Use data-driven examples of missed opportunities or risks from the current strategy, and compare them to the potential benefits of the proposed changes, such as streamlined operations, security reliability, cost savings, or improved customer satisfaction. It is also important to involve the team in discussions, addressing their concerns while showing them how their expertise shapes the strategy. Clear, phased implementation plans with measurable outcomes can help to reduce uncertainty and build confidence.

First focus on clear communication and alignment. Explain how the changes address current challenges, improve efficiency, or align with business goals. Use data and real-world examples to demonstrate the potential impact. Involve the team in discussions, listen to their concerns, and show empathy for their perspective. Highlight the risks of staying stagnant and the benefits of adapting, emphasising how their contributions are crucial to success.

Communication is one the keys to create a changing mindset inside the teams . In the past managers though that information is power and tend not to share with their teams. As I evolve in my leadership career I realize you obtain more of the people if you share the information and explain the reasons, the "why". Then it will be natural for them to on board by themselves in the changes.

Fundamentally, change involves pivoting outside your comfort zone. To convince your team of its importance and urgency, Identify the Change and Address Barriers. There are several frameworks available to manage change effectively. One such framework is the REDUCE framework from Wharton, which is excellent for self-reflection and understanding the fundamentals of change. Encourage each team member to implement one change in their professional lives. This collective effort can significantly enhance the team's ability to adapt to the dynamic business environment and strategic direction.

Like every other problem in the world, understanding the root cause of resistance is the key to solve it. Acknowledge the team’s inputs & feeling’s and addressing the misconceptions will make the pathway convenient for change. With basics, it is prudent to involve informal leaders and respected influencers within the team to advocate a change. Once each one knows what’s in it for them in sync with positive organizational impact, offering ownership is better way to engage them as a team. Every change should be pushed incrementally to allow time for adjustments and reflection. I suggest Kotter’s 8 step process which focuses on long term cultural embedding and clearly communicated visible goals.

Resistance to change in IT strategy is natural but can be addressed through clear communication and collaboration. Explain the "why" behind the change—its impact, benefits, and urgency. Use data and success stories to back your points and address concerns empathetically. Involve the team in planning and decision-making, empowering them to see the value in adapting. A shared vision ensures smoother transitions and stronger commitment.

Don’t sell future benefits, instead ask the team to define the limitations of the current state, then ask how they see the path to a better future. They will most likely come to the same conclusion. Works like a charm!

Communication : Changes to IS Strategy and related purpose and benefits needs to be communicated and explained to the stakeholders very clearly. Structure of communication: why is the change necessary, how will such changes be introduced and what benefits are expected. It should also address the way how the impacted people and programs will get transitioned, while making the Strategy change.

Having a strong OCM strategy and execution helps in addressing the resistance and convince resistors to become advocates for change. Change Impact Assessment, Identify stakeholders and clearly call out and identify the Change Agent Network. Identify the 'What is in it for me?' aspect for the team or individuals and drive the same. Continuous monitoring on adoption and taking timely actions should help the team to be convinced to align with and adopt the IT strategy.