Think of executive resistance as corporate immune system - natural but manageable. Key is combining TOGAF's stakeholder-centric approach with value stream mapping to showcase tangible benefits. Instead of pushing against resistance, leverage it to strengthen your change strategy. Create small architecture wins that align with business goals - maybe start with customer journey mapping or process optimization that delivers quick ROI. When executives see value streams improving, resistance naturally diminishes. Remember - good architecture isn't about forcing change, but enabling it through measurable outcomes.

I had issues like this in a very volatile market in the Caribbean; I reframed resistance by leading a "future-back" exercise: collaboratively envision where we need to be in 3-5 years and work backward to identify essential shifts. This turns resistance into co-creation, making the team architects of change, not opponents. Let's have everyone involves in building together.

Handling resistance to change in an Executive Team involves balancing empathy with evidence. Here’s an effective strategy: 1. Communicate Urgency - Use clear data and case studies to illustrate the need for change. 2. Listen Actively - Understand their concerns and address them empathetically with logical evidence. 3. Highlight Quick Wins - Showcase small early successes to build trust in the change process. 4. Engage Influencers - Identify and engage key influencers within the team to advocate for the change. 5. Offer Support - Provide resources and support to ease the transition. These steps can help align your team towards embracing necessary adjustments.

What I found helpful was realizing that execs don’t resist change, they resist uncertainty. My job isn’t to push tech; it’s to frame it in terms that matter; market position, efficiency, and revenue. When I lead with tech jargons, I lose them. So I show them that standing still is the real risk, losing customers, slower time-to-market, rising costs, and they pay attention. I make change feel inevitable with data, competitor moves, and quick, low-risk wins. I don’t just talk about change - I drive it. I work directly with the executive team and the working group to make it happen. The real risk isn’t change - it’s doing nothing.

Standing still is falling behind. Change is the driver. 🚀 In a market as volatile as a stormy sea, we have two choices: steer boldly into the waves or sink. Yes, #change can be daunting - even for the executive team. But fear won’t keep us afloat. Let’s address the concerns head-on, while making it clear: the status quo is not an option. For us in the #automotive industry, #disruption isn’t a threat, it’s reality. Standing still means watching (new) competitors speed past in the fast lane. #Transformation isn’t just necessary—it’s survival. So let’s embrace it, not tomorrow, not someday, now! Because only those who adapt will lead the race to the future.