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The Do’s And Don’ts for Winning Executive Buy-In for Technological Change

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By Jessica Richardson |October 30, 2024
Marketing

Let’s face it. Securing executive buy-in for technological innovation can be challenging. Association and nonprofit leaders must see beyond the immediate allure of a new tool to understand its alignment with long-term organizational goals, customer satisfaction, and operational efficiency. fusionSpan hosted a webinar with industry experts, including Juan Sanchez from Inteleos, Tadu Yimam from NACUBO, Sandy Minners from ABA, and PJ Sawchuk from Epic Solution Partners, to discuss this very topic.

The Do’s And Don’ts for Winning Executive Buy-In for Technological Change

Our panel’s insights into the thought process behind winning executive buy-in were too valuable not to share. Below is a guide to our panel’s do’s and don’ts to help you make a compelling case to your board for new tech initiatives and secure lasting support.

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DO: Start with the Problem to Solve

Begin with the “why,” not the “what.” Frame the technology as a solution to a defined problem. Juan Sanchez of Inteleos emphasized this approach: “What’s the problem we’re trying to solve?” When proposing new tech, show how it addresses a core customer or operational need rather than focusing on internal departmental issues. Define the problem from an end-customer perspective for broader organizational buy-in.

Don’t jump to the technology solution without articulating a problem. “Sometimes tech isn’t the answer,” Tadu Yimam of NACUBO said. Yimam highlights that a technology-first mindset risks overlooking more straightforward, non-tech solutions that may be more cost-effective and appropriate.

DO: Address Security and Scalability

Address Security and ScalabilityPlain and simple, security is a non-negotiable. Any tech proposal should clearly outline how the technology will protect data and support security initiatives, particularly for customer-facing systems. Sanchez calls security “table stakes,” noting that it’s a must-have, especially with the rise in cyber threats. Additionally, ensure that the technology can grow with the organization’s evolving needs. “Does it grow with the business?” asks Yimam, who emphasized the need for adaptable, scalable tools.

Don’t assume security is a given. Not all vendors meet the same standards, so do your homework. Sandy Minners of ABA underscores the importance of ongoing assessments and vendor security compliance to protect sensitive information continually.

DO: Align with Organizational Goals and Mission

Organizational goalsTie your proposal to the organization’s goals and mission. A goal-setting framework like OKRs (Objectives and Key Results) can help you demonstrate how the new technology will drive mission-critical outcomes. Sanchez highlighted the importance of this alignment, explaining that OKRs are invaluable in linking tech investments to concrete, mission-driven results.

Don’t forget to include key stakeholders. Early involvement from various departments ensures that the technology will fit seamlessly with the organizational architecture and contribute to the overarching mission.

DO: Approach with Caution—Avoid Shiny Object Syndrome

Try to resist the temptation to adopt the latest tech trends without assessing how well they meet your organization’s needs. “I don’t believe in buying technology for technology’s sake,” Yimam warned, advocating a cautious approach. Her rule? “I want to be the fifth,” which means she wants to observe how a new technology performs elsewhere before implementing it. Sanchez, who actually likes to be the first adopter, added that turning to low-tech options first,  “forces teams to think a little more rigorously about what it is that they’re trying to solve.”

Don’t jump into tech adoption for its novelty. Instead, take a measured approach. Sanchez humorously calls this “Goldilocks IT,” which means finding the right balance to avoid creating unnecessary tech debt or adding unsustainable maintenance burdens.

DO: Tell a Compelling Story

Storytelling brings a proposal to life. People remember stories more than data, so use this to your advantage. “Story is everything,” says Sanchez, noting that visual aids, relatable scenarios, and simplified language make your proposal more engaging and accessible. Yimam echoes this, suggesting that plain language and analogies are effective tools to convey the value of the technology to non-technical stakeholders.

Don’t overwhelm your audience with technical jargon. The aim is to illustrate, not inundate. Keep it relatable and relevant to your audience’s everyday work and goals.

DO: Communicate Early, Often, and Honestly

Communication is the bedrock of any successful tech rollout. “Frequency is your best ally,” advised Sanchez, who recommends regular updates to keep all stakeholders engaged and aligned. Minners added that varied communication methods are key, as people absorb information differently. Clear, consistent messaging helps manage expectations and allows for course corrections as necessary.

Don’t assume stakeholders understand the full scope of the technology’s capabilities—or limitations. Be upfront about what the technology won’t do. As Sanchez noted, managing expectations is vital, especially when challenges or constraints arise during implementation.

DO: Focus on Mission-Centric ROI

for mission-driven organizations, ROI often extends beyond dollars and cents. Sanchez advocated a broader definition: “Maybe [focus on] return on investment on your mission,” pointing out that achieving specific mission outcomes can be as valuable as financial returns. Metrics like user experience improvements, process efficiencies, or expansion capabilities offer a nuanced view of ROI that resonates with your decision-makers.

Don’t overemphasize immediate financial returns if they’re not feasible. for many organizations, ROI is a long-term game. Set realistic expectations and allow time for the technology to demonstrate value, especially if it involves mission-centric outcomes.

DO: Recruit and Empower Your Tech Champions

Recruit and Empower Your Tech ChampionsYou can’t, and shouldn’t, do all of the work yourself.  Champions are crucial to the success of new tech initiatives. Support them with regular check-ins, coaching, and a structured plan for success. “Create a safety net,” said Sanchez, who describes the value of empowering champions to take ownership while providing continuous support. Regular coaching and feedback help them manage their roles effectively and promote the technology across the organization.

Don’t leave your champions unsupported. As Yimam so concisely put it, “All the new tech in the world will not replace a positive attitude.” Equip your champions with the resources, authority, and backing they need to advocate for the technology successfully.

DO: Use Artifacts to Reinforce Communication and Create Ownership

Provide accessible artifacts that explain the technology and its implications while providing opportunities for stakeholder input. PJ Sawchuk advised creating rubrics, scorecards, or collaborative PowerPoints that digest user conversations into reusable resources for communicating with broader teams. Artifacts like these ensure the message remains consistent, helping leaders understand, communicate, and evangelize the technology’s value.

Don’t rely solely on formal presentations to communicate value. Adaptable, visually clear artifacts are easy to share across teams and reinforce the proposal’s key points long after the initial presentation.

DO: Embrace Incremental Implementation

“Eat an elephant a bite at a time,” said Sawchuk, suggesting that breaking the project into manageable stages makes adoption more feasible. for large projects, a phased approach allows teams to adapt gradually while minimizing the disruption of a full-scale rollout. This approach also supports better troubleshooting, giving you time to address issues before moving to the next phase.

Don’t expect perfection or instant success. Build in time for testing, feedback, and adjustments. Acknowledge up front that some failures may occur, and communicate this to the team. As Minners pointed out, honest communication about potential setbacks builds resilience and encourages problem-solving, even when things don’t go as planned.

Securing executive buy-in for technology initiatives is ultimately about building trust, illustrating alignment with organizational goals, and empowering champions to drive change forward. By focusing on alignment, transparency, and gradual adoption, you can increase the likelihood of gaining and maintaining executive support while creating a culture of strategic, mission-driven innovation.

Jessica Richardson
The Do’s And Don’ts for Winning Executive Buy-In for Technological Change

Jessica Richardson is a seasoned senior marketing consultant with over a decade of experience in the association and non-profit space. As a certified e-marketer, she excels in strategizing to help clients' brands resonate with niche audiences. Her expertise includes crafting content to amplify clients' voices, developing and executing co-marketing plans, creating marketing engagement programs, managing client relations, and designing creative assets. A thought leader in her field, Jessica continuously learns from other industry organizations to stay ahead of trends and best practices. Her dedication and strategic insights make her an invaluable asset in the marketing realm.

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