Stakeholder Engagement Drives the Success of IT Software Implementations

Software implementations involve more than just technology - they are organizational change projects. Their success depends on how early and clearly stakeholders are engaged. IT project leaders who understand expectations and communicate them strategically foster acceptance, avoid resistance, and support lasting project success.

Why is stakeholder management critical to the success of software implementations?

Software implementations or system changes not only affect processes and structures, but also the personal working methods and preferences of employees. Project plans often focus solely on technology, budgets, and deadlines. Targeted stakeholder management is often an underestimated factor for success.

Core problem: When stakeholders cannot contribute their requirements or feel ignored, they block progress - either actively or passively. This leads to:

• Resistance: Open or covert protest against new tools and processes
• Delays: Waiting for decisions, missing tests, or missing approvals
• Cost increases: Subsequent adjustments, extra work in IT and specialist departments
• Acceptance problems: Low usage despite technical availability

Early, clear communication and coordinated participation, on the other hand, ensure efficiency, acceptance, and sustainability.

What are the most important stakeholder groups in IT projects?

Software projects bring together different groups with different interests:

• Management and decision-makers
• IT teams and administrators
• Specialist departments and end users
• External partners and service providers, as well as
• Compliance, data protection, and the works council.

Each of these groups has its own expectations and risks – and should therefore be addressed individually.

Special features of the individual stakeholder groups

Management & decision-makers

What matters: business value, ROI, strategic fit This group wants to see results. Investments must pay off, processes should be streamlined. There is a great deal of skepticism when existing systems are “still running.” Without a sound business case, there is no budget.

Typical challenge: Decision-makers often underestimate the implementation effort or view software introduction as solely an IT issue. Without tangible benefits, approval remains superficial.

Critical error: No solid business case – therefore no genuine commitment.

Recommendations:

• Clarify early on which data will be processed, monitored, or logged, and how.
• Prepare approval documents (e.g., data protection impact assessment)
• Talk openly about possible effects on employees (e.g., performance transparency through new systems)
• If the works council plays a decisive role, involve it in software testing.

Methods – Identifying and structuring relevant stakeholders

Stakeholder mapping is a proven tool. It considers two dimensions:

• Influence (Power): How much decision-making or blocking power does the stakeholder have?
• Interest: How strongly are they affected by the software implementation?

Based on these values, stakeholders can be divided into four groups:

1. Key players (high influence/high interest): e.g., works council, IT security, top management. → Involve them closely and actively.

2. Latent power holders (high influence/low interest): e.g., CFO, central HR management. → Provide fact-based information without overwhelming them.

3. Multipliers (low influence/high interest): e.g., key users in the department. → Provide detailed information and take feedback seriously.

4. Peripheral players (low influence/low interest): e.g., departments with few interfaces. → Provide minimal information, but monitor.

Practical tips:

• Use visualization tools such as Miro, Lucidchart, or a simple Excel sheet to display the matrix.
• Repeat the assessment regularly—roles and interests shift over the course of the project.
• Document critical assumptions: For example, why was a group classified as “low interest”?

The communication plan as a guideline

A structured communication plan answers three questions:

• Who gets informed about what and when?
  → Differentiate stakeholder groups: What interests management, what does IT need, what does the department expect?
• Through which channel (meeting, email, intranet, ticket system)?
  → Depending on the target group: email, intranet, meetings, ticket system, video calls, project wiki. → Important: Technical target groups expect different channels than end users.
• What's the goal (info, feedback, commitment)?
  → Gather information, obtain feedback, generate commitment, prepare decisions. → Every communication step should have a clear goal—and be measurable.

Our tip: Take advantage of the support offered by your software provider—they often offer ready-made communication packages. Also involve your company's communications department. They know the right channels and the appropriate style for your employees.

Communication in IT projects – General dos and don'ts

Successful communication begins early and takes into account the specific needs of each stakeholder group.

Dos:

• Inform stakeholders in a timely manner
• Adapt content to target groups (management = KPIs, IT = technical details, key users = application tips)
• Record feedback and take it into account in a visible manner
• Make targeted use of pilot groups and test environments

Don’ts:

• Only “put stakeholders in CC”
• Ignore critical voices
• Use excessive technical jargon

Dealing with difficult stakeholders

Resistance in IT projects is normal—whether overt or covert. Some stakeholders block progress, refuse to give feedback, or fail to attend meetings. The key is to recognize resistance early on, understand its causes, and take targeted countermeasures.

Common scenarios & strategies:

• “Doesn't affect us”
  →  Provide clear information about indirect effects, e.g., on reporting or data maintenance.

• Change fatigue (“it won't make any difference anyway”)
  → Highlight small successes early on, emphasize benefits, offer personal support.

• Blocking behavior
  → Seek one-on-one conversations, clarify background information, establish clear responsibilities.

Three levers to overcome project obstacles:

1. Create transparency:
→ Openly identify risks and outstanding issues (e.g., on the project board).

2. Ensure commitment:
→ Clearly define responsibilities, e.g., using a RACI matrix.

3. Activate allies:
→ Involve committed key users as multipliers.

Measuring success – how to recognize effective communication

Good stakeholder management is reflected in measurable indicators. These include:

• Participation & engagement: Response rates to surveys, use of project newsletters or intranet posts

• Project progress: Percentage of active participants in tests, training rate, and learning success

• Adoption rate: Use of the software after go-live within a defined period

Project managers should select three to five key KPIs that are meaningful for the organization. Too many metrics dilute the overview.

Conclusion & recommendations for action

Software implementation cannot be achieved through technology alone. The key success factor is targeted stakeholder management. Taking the various groups seriously, involving them at an early stage, and speaking their language will ensure acceptance and project success.

Your next steps:

1. Identify and classify stakeholders.

2. Develop a communication plan that clearly defines channels and goals.

3. Proactively involve critical stakeholders and address obstacles.

4. Measure success using relevant KPIs and continuously optimize.

Are you planning a software change in the Microsoft 365 environment?

We have already carried out numerous software changes. Our change experts know the stumbling blocks as well as the success factors and are happy to support you—pragmatically, structurally, and with technical depth. Just get in touch with us.