What do you do if your innovative system development ideas aren't getting through to stakeholders?

Keep in mind that technology can promote change, but only deep knowledge about the customers can give the correct strategy to use the technology. Many projects start from tech people like promoters, but the guide for the use needs to be driven by the business. What do I do with AI, for example? What can the customers get with AI? The phase of discovery is fundamental, if the tech team can participate, it is the best. Is a short way, of course. However, the business team specializes in customers e their needs, testing, exploring, and POC, is fundamental. That will never change.

In my experience this typically shows a breakdown in communication between the product builder, and the end user. This can be due a lack of understanding, or a lack of confidence from a end user in a team's capabilities. Depending on the customer, data is typically the best way to drive home proof of value.

Start by vetting your idea before you get too far in. Who are your key stakeholders (hint - customers should be #1). What are you offering? Is there a need? What are your value props? At what price point? Does this price elicit a sustainable margin? I’ve been a freelance consultant for several years however tried building a few companies without outside help. I stopped before I spent too much capital and time because the math didn’t work out. I’m still on the verge. Entrepreneurship is in my blood. The right idea will come at the right time.

Really, If your innovative ideas for developing a new system aren't getting through to stakeholders, the first step I would consider is understanding their perspective. Here I mean grasping their concerns, needs, and expectations. By doing so, i can then tailor my approach to address their specific interests and communicate the ideas in a way that resonates with them. It's like speaking their language to make sure they're on board with my vision.

Know your audience. You do not have just one stakeholder. What serves and inspires one may not register with another. It is not one-size-fits-all. Consider these groups in as fine a detail as resources permit. Jeff Bezos, Founder of Amazon, spoke of users not as archetypes but as individuals. Empathy puts you in each one's mindset. Understand why a young single mother renting an apartment feels differently than the older building owner about the chemical content of carpeting. One does not want her child breathing in off-gasses but loves the texture. The other wants durability at a low price. It is the responsibility of the one delivering the message to get it right, not the recipient.

Clarity and persuasion is incredible important. In many cases, this will be your only chance to give a first impression. Use it as an opportunity to not just pitch, but also understand and engage with the customer. Communicating risks are important as well. By effectively communicating the risks involved and how they can be managed, a pitch reassures stakeholders and builds their confidence in the viability of the project.

Refine pitch, with the below ammendments- 1. Incorporate stakeholders feedback from initial pitch. The new pitch should have solutions to the reservations raised by stakeholders. 2. Incorporate customizations refining and simplification of technical jargons.

Pitch. Get feedback. Pivot. Pitch. Gather more feedback. It is important to ask for feedback and allow feedback to get to you.

Highlight Benefits: Clearly articulate the benefits and potential outcomes of your ideas, such as increased efficiency, cost savings, improved user experience, or competitive advantage. Use Concrete Examples: Provide real-world examples or case studies to illustrate the practical applications and success stories of similar innovative solutions.

You will almost always have to prove the viability of your vision. It can be beneficial to gather allies among those who are considered senior in the organisation. Often it is easier for someone to get any approval if there is a track record to prove that previous initiatives has been executed with success. Find allies among these succesful colleagues and use their status to get the approvals you need. Do not be afraid to share the credit even if it is you idea. Small steps will get you there aswell and sharing the succes is also sharing the failure. A good long term strategy is to hedge your bets and not put everything on the line all the time.

To gather allies within the organization for your innovative ideas, start by identifying individuals who share your vision or have a stake in the success of your project. Engage with them directly, explaining the benefits and potential impact of your ideas, and seek their input and support. Collaborate with them on small-scale initiatives to demonstrate the feasibility and value of your approach. Additionally, consider leveraging your existing network and building relationships with key decision-makers who can help champion your ideas and provide the necessary resources and support.

You don't have to tackle this alone. Seek out colleagues who are aligned with your vision and can support your system development idea. These allies can offer valuable input to improve your proposal and may have diverse relationships with stakeholders that can be utilized. When multiple voices endorse an idea, it garners credibility and traction. Encourage your allies to articulate their perspectives on the benefits of the system, forming a united front that stakeholders will find difficult to disregard.

If your story reaches and effects more than one person, it's good to talk with them about their challenges. Find out if the system you're developing is really what they're looking for.... without mentioning the system. This is naturally a hard thing to do for the people who develop systems and create awesome products. But if the awesome product doesn't address the issues your audience faces, your product (or system) remains awesome and unused. People want to see people succeed

One thing I consider useful for the development of systems with viable solutions is the management of the entire process. Within the process there is the management of the people involved and the systematic process. Look for the necessary tools for the application, if your technology is more verbose, break it down into manageable stages. Keep in mind that processes need to be tangible for implementation. Often the fear of process and the unknown is something that can encompass your entire team and the process direction, so it is necessary to build trust to mitigate all insecurity.

I break down innovative system development into manageable steps, making it easier for stakeholders to grasp and support. By showcasing tangible progress through incremental changes, we build confidence, mitigate fear of the unknown, and pave the way for broader acceptance of innovative ideas. I've already did this, when implanting some ERP softwares during my carreer.

If you have an MVP, then focus on the most important part of the system and the problem it solves. Sometimes a full blown system can be overwhelming so being able to provide a bite-sized snippet of the biggest problems can help win the hearts of users or stakeholders. Instead of rolling out and developing the complete system, ensure that your proposal or pitch focuses on the big, burning issue and then expand into the full blown system. With this approach, you preserve your vision, growth, roadmap and the happiness of the stakeholders.

Creating a feedback loop is crucial for gathering insights, refining your ideas, and keeping stakeholders engaged. Here are some ideas for establishing an effective feedback loop: Surveys and Questionnaires: Create surveys or questionnaires to gather feedback from stakeholders at various stages of the development process. Ask targeted questions about their preferences, concerns, and suggestions for improvement. Feedback Sessions: Organize regular feedback sessions or workshops where stakeholders can share their thoughts and ideas in a collaborative setting. Provide opportunities for open discussion and brainstorming.

This goes back to understanding the problem statement most importantly. If you're convinced that your system is perfect and great as is, you're missing the point of your audience's important feedback and you'll be your only user. Listen to problems, hunt for problems, become obsessed with problems and go after solving them pragmatically.

Resilience is vital as it enables teams to withstand adversity, adapt to change, and recover from setbacks. It fosters mental strength, helping one manage stress and maintain focus on goals despite challenges. Resilience not only improves personal well-being but also enhances the ability to support others in tough times, making it essential for both personal and professional growth.

Persistence is vital when championing innovative ideas in system development. If stakeholders aren't convinced the first time, don't give up. Stay resilient and continue to refine and advocate for your idea. Change often meets resistance, but with perseverance, you can turn opposition into opportunity. Develop long-term focus, set meaningful goals that you'll enjoy working towards and that matter to you; and, write them down. Also, strengthen your self-discipline, and develop the good habits you'll need to move towards your goals in the months and years to come.

Não deixe que a falta de receptividade te desanime! Transforme sua frustração em motivação. Se suas ideias não estão sendo ouvidas, encontre novas maneiras de comunicá-las. Seja persistente, criativo e proativo. Busque feedback, adapte suas abordagens e busque aliados. Lembre-se, a inovação muitas vezes enfrenta resistência, mas é através da resiliência e determinação que grandes avanços são alcançados. Não desista, pois suas ideias têm o poder de transformar o mundo!

Look beyond technology. Understand customer pain points & how you are solving their problems. Make your solution simple and easy to understand by the customers. Your distribution channels effective in delivering your solution ? Your pricing ? How you differentiate your product from your competitors

Every stakeholder brings a different perspective based on their role and experience. Many a times their instinct is a blocker. Sometimes future extensions that you are unaware of are blockers. Above all cost, usability and maintainability wins. :- Highlight the benefits quantitatively if possible. :- Think from their roles and perspective. :- Document the reason behind their stiffness. :- Address each hindrance one by one helps.

Understand perspective Reframe your ideas in a way that addresses stakeholders' concerns and aligns with their goals and priorities. Back up your ideas with data, case studies, or prototypes to demonstrate their potential value and feasibility. Involve stakeholders in the ideation and development process from the beginning to increase buy-in and ownership of the ideas. Use simple, jargon-free language to explain your ideas and their benefits. Visual aids can also be helpful in conveying complex concepts. Cultivate relationships with stakeholders to gain their trust and support for your ideas. Be open to feedback and willing to modify your ideas based on stakeholder input. Collaboration often leads to better outcomes.

Confidence and credibility come from clarity and conciseness. You need to have a clear purpose and a concise message that conveys your main points, benefits, and calls to action. Use simple and direct words, short sentences, and clear transitions. Avoid filler words, vague expressions, and unnecessary repetitions.

If your innovative ideas aren't resonating with stakeholders, it might help to tailor your approach. Focus on clearly communicating the benefits, addressing any concerns they may have, and showcasing evidence or successful case studies. Additionally, try to understand their perspectives and concerns to find common ground and build support for your ideas.