Change and adoption

The characteristic expensive failure is a system delivered on time, on budget, to specification, and not used. The project succeeded and the investment did not.

Map who is affected and what it costs them

Stakeholder analysis usually stops at influence and interest. The operative question is what each group loses: status, autonomy, expertise that took years to build, a workaround they were proud of, or simply a routine that worked.

Resistance is almost always rational from where the person stands. Treating it as ignorance produces more communication aimed at the wrong problem, and confirms to the affected group that nobody understands their work.

Communicate in the order people need

The sequence that works is why, then what, then how, then when — and organizations reliably lead with what and when, which is the project's perspective rather than the audience's.