How To Get Buy-In For Your Innovation Roadmap

I pitched a LOT of internal data infrastructure projects during my time leading data teams, and I was (almost) never turned down. Here is my playbook for getting executive buy-in for complex technology initiatives: 1. Research top-level initiatives: Find something an executive cares about that is impacted by the project you have in mind. Example: We need to increase sales by 20% from Q2-Q4 2. Identify the problem to be overcome: What are the roadblocks that can be torn down through better infrastructure? Example: We do not respond fast enough to shifting customer demand, causing us to miss out on significant selling opportunities. 3. Find examples of the problem: Show leadership this is not theoretical. Provide use cases where the problem has manifested, how it impacted teams, and quotes from ICs on how the solution would have greatly improved business outcomes. Example: In Q1 of 2023 multiple stores ran out of stock for Jebb Baker’s BBQ sauce. We knew the demand for the sauce spiked at the beginning of the week, and upon retroactive review could have backfilled enough of the sauce. We lost an expected $3M in opportunities. (The more of these you can provide the better) 4. Explain the problem: Demonstrate how a failure of infrastructure and data caused the issue. Clearly illustrate how existing gaps led to the use case in question. Example: We currently process n terabytes of data per day in batches from 50 different data sources. At these volumes, it is challenging to manually identify ‘needle in the haystack’ opportunities, such as one product line running low on inventory. 5. Illustrate a better world: What could the future world look like? How would this new world have prevented the problem? Example: In the ideal world, the data science team is alerted in real-time when inventory is unexpectedly low. This would allow them to rapidly scope the problem and respond to change. 6. Create requirements: Define what would need to be true both technologically and workflow-wise to solve the problem. Validate with other engineers that your solution is feasible. 7. Frame broadly and write the proposal: Condense steps 1-5 into a summarized 2-page document. While it is essential to focus on a few use cases, be sure not to downplay the magnitude of the impact when rolled out more broadly. 8. Get sign-off: Socialize your ideal world with potential evangelists (ideally the negatively impacted parties). Refine, refine, refine until everyone is satisfied and the outcomes are realistic and achievable in the desired period. 9. Build a roadmap: Lay out the timeline of your project, from initial required discovery sessions to a POC/MVP, to an initial use case, to a broader rollout. Ensure you add the target resourcing! 10. Present to leadership alongside stakeholders: Make sure your biggest supporters are in the room with you. Be a team player, not a hero. Good luck! #dataengineering

The mistake I made that tanked my programs early in my career: I built customer advocacy & marketing programs for stakeholders, not with them. I’d roll out something I thought was brilliant… only to watch teams ignore it and keep doing things their own way. It wasn’t that they didn’t care. It was that I hadn’t taken the time to understand their goals, their pain points, or the way they actually liked to work. Eventually, it clicked: buy-in comes from co-creation. If people help shape the process, they’re invested in making it work. Now, my “design with, not for” approach looks like this: → Start with conversations: polls, surveys, or 1:1 chats to uncover goals and friction points. → Gather feedback early: share the plan, get reactions, adjust. → Co-create the process: refine together so rollout feels collaborative, not imposed. → Pilot and champion: involve a small group early—when they believe in it, others follow. That shift changed everything. Instead of pushing uphill, my programs now launch with buy-in already baked in.

In 2021, I proposed an initiative I thought was brilliant—it would help my team make faster progress and better leverage each member's unique skills. Brilliant, right? Yet, it didn’t take off. Many ideas or initiatives fail because we struggle to gain buy-in. The reasons for resistance are many, but Rick Maurer simplifies them into three core categories: (1) "I don’t get it" Resistance here is about lack of understanding or information. People may not fully grasp the reasons behind the change, its benefits, or the implementation plan. This often leaves them feeling confused or unsure about the impact. (2) "I don’t like it" This is rooted in a dislike for the change itself. People might feel it disrupts their comfort zones, poses a negative impact, or clashes with personal values or interests. (3) "I don’t like YOU." This is about the messenger, not the message. Distrust or lack of respect for the person initiating the change can create a barrier. It might stem from past experiences, perceived incompetence, or lack of credibility. When I work with leaders to identify which category resistance falls into, the clarity that follows helps us take targeted, practical steps to overcome it. - To address the "I don't get it" challenge, focus on clear, accessible communication. Share the vision, benefits, and roadmap in a way that resonates. Use stories, real-life examples, or data to make the case relatable and tangible. Give people space to ask questions and clarify concerns—often, understanding alone can build alignment. - To address the "I don't like it" challenge, emphasize empathy. Acknowledge potential impacts on routines, comfort zones, or values, and seek input on adjustments that could reduce disruption. If possible, give people a sense of control over aspects of the change; this builds buy-in by involving them directly in shaping the solution. - And to address the "I don't like you" challenge, solving for the other two challenges will help. You can also openly address past issues, if relevant, and demonstrate genuine commitment to transparency and collaboration Effective change isn’t just about the idea—it’s about knowing how to bring people along with you. #change #ideas #initiatives #collaboration #innovation #movingForward #progress #humanBehavior

🚨 Ever had your roadmap shot down in seconds? You walk into the exec meeting confident. You've nailed the strategy, gathered the data, perfected the pitch. Then suddenly: ❌ "We don’t have budget for this." ❌ "Let’s table this for now." ❌ "Wait—what about that AI feature we talked about?" Your roadmap just died in front of everyone. What went wrong? You skipped the most important step: The meeting before the meeting. The Fix: Pre-Sell Your Roadmap Before the big presentation, align key stakeholders privately. Here’s exactly how: 1️⃣ Spot Potential Dissenters Who could derail your roadmap? Finance, Sales, Marketing, CS? Find them before they find you. 2️⃣ Pre-Sell Your Ideas One-on-One Privately walk key leaders through your roadmap. Let them voice concerns safely—not in front of the whole team. 3️⃣ Make Them Feel Heard People buy in when they have a say. Small tweaks now = big support later. Why This Always Works: 🔹 No surprises: Exec meeting becomes a formality. 🔹 More buy-in: Stakeholders feel involved—not overruled. 🔹 You control the narrative: The loudest voice doesn't win—the value you provide to customers wins. Final thought: Your roadmap’s fate is decided before you ever step into that exec meeting. -- 👋 I'm Ron Yang, a product leader and advisor. Follow me for insights on product leadership and strategy.