Struggling to get a stakeholder on board with your exciting idea for an engineering project or innovation? Use these tips to encourage them to see your vision.
Autonomous vehicles, quantum computing and 3D-printed homes are all novel concepts that faced challenges when first proposed. Today, there is serious interest and funding behind these pioneering technologies.
create spoke with several innovators who suggested ways for engineers to get decision-makers on board and backing a novel idea.
1. Call in the experts
One approach is to use expert elicitation techniques.
This involves a group of experts coming together to quantify the probability of certain events occurring. This can be a valuable tool to extract expert knowledge, which is then presented as a probability distribution.
This methodology can limit biases and is particularly useful in instances where there is limited evidence or if there is a high degree of uncertainty.
There can be downsides, however, especially if the group has experts with strong diametrically opposing viewpoints. Be aware that face-to-face interaction can sometimes lead to groupthink – apart from being a logistical challenge. Instead, organisations sometimes use the Delphi method, which relies on multiple questionnaires and anonymous feedback, which can be time-consuming.
Read More: These engineers convinced clients to commit to risky engineering projects – how?
2. Break it down
Getting funding and support for a new, untested solution is often a challenge. A possible approach to demonstrate the viability of an untested approach is to break down the proposal into small chunks and do a proof of concept for one element.
It is important to select an element that will have the greatest impact or one that carries the most uncertainty. This should be a low-cost activity, such as a simulation or a test bed that makes it possible to assess that the solution behaves as expected.
Use this proof of concept to showcase the proposed solution’s economic viability, environmental impact, safety and positive impact on the organisation’s bottom line.
3. Draw on the past
Organisations often see proven technologies as safer bets for their business. When proposing novel solutions, it is beneficial to present it as an evolution upon what’s come before. Highlight components from previous established solutions that will be carried over as decision-makers try and mitigate risk to the extent possible.
Sometimes, a combination of proven technologies can be used to develop a novel solution, and this can help allay fears. Drawing on and presenting the distilled wisdom of experts can often help convince decision-makers and bring an innovative idea to fruition.
4. Create the right environment
Some organisations and teams value out-of-the box thinking. Where this isn’t the case, it is useful to build a safe space where new solutions will find a receptive audience.
Lay out the iterative process of innovation and don’t shy away from discussing failures as this helps build trust. At meetings, emphasise that this will be a no-judgement space, especially for early-stage concepts and ideas. Build an environment where all involved parties are engaged, listening and trusting making it easier to introduce new ideas.
When presenting to non-technical decision-makers, focus on the impact and outcomes and discuss what the innovation accomplishes rather than doing a deep dive into how it works.
Read more: Cultivating curiosity and constructive dissent
5. Do your homework
Carry out an in-depth study of gaps in the current implementation and the limitation of existing solutions. Prove that due diligence has been done on existing solutions and continuing the same path may lead to technology issues further down the road or adversely affect the company’s financial outlook.
Determine if pushing the boundaries a little can deliver an outsize impact with minimal risk, and draw up a comparison matrix to demonstrate how your approach is an improvement on existing solutions.
6. Highlight the downsides of inaction
When faced with technology decisions, it is sometimes comfortable to stick with the status quo rather than step into unfamiliar territory.
Analyse the impact of not making the change, which may be higher risk and adversely affect reputation, the environment and safety. Will the company be at a competitive disadvantage and be open to disruption from more agile competitors leading to a loss of market share? Explain the negative impact on operational efficiency and system uptime in the absence of the new solution. Sometimes, decision-makers may find it difficult to see long-term benefits over short-term costs.
7. Find champions
Getting the right support can make a significant difference and will require some planning. It’s best to focus on a person of influence who has a track record of supporting change and is vocal about innovation. When presenting your concept to them, make sure to align it with the company’s goals and objectives and demonstrate value.
Highlight how a new approach addresses an unmet need and quantify how it will deliver improved efficiencies or lower costs compared with the existing implementation. Champions often must deal with internal politics to support a novel idea, so do your homework and be prepared to discuss risks, cost variations and the possibility of failure – so they can make an informed decision when supporting you.
Stakeholder engagement is a critical part of engineering practice. Build your skills with this Engineers Australia micro-credential.
