Securing business buy-in is essential whether you’re introducing a new technology, process, headcount or strategy. The challenge? Getting your message to resonate with stakeholders, especially those outside of technical teams. Let’s explore key methods for gaining buy-in and aligning your initiatives with business goals to drive impactful change.
Understanding Business Value
At its core, business value refers to the worth an organization gains in exchange for the price it pays—whether in terms of technology, service or strategy. According to the Harvard Business Review, it encompasses technical, economic, service and social benefits. For your initiative to gain traction, it’s crucial to understand your organization’s definition of value and directly link your proposal to these needs.
Tailoring Your Approach
There isn’t a one-size-fits-all solution when it comes to getting buy-in. Different sources—like Gartner, KPMG, McKinsey and Harvard Business Review—offer various strategies. Drawing from personal experience in my roles at Gartner, Progress and SmartLogic, it’s clear that every organization has unique internal processes and political dynamics. The key is understanding your organization’s culture and processes and adapting your communication to align with them.
Prep for Success
The importance of clear communication cannot be overstated. Pericles, the Athenian statesman, once said, “Having knowledge but lacking the power to express it clearly is no better than never having any ideas at all.” This rings especially true when communicating with business stakeholders. You need to present your ideas so they are understandable and compelling for non-technical decision-makers.
Data and ROI Matter
In today’s business climate, 65% of professionals report being asked to do more with less budget. However, 56% of businesses have seen returns on digital transformation investments that exceed expectations. The lesson: demonstrating clear ROI is key to gaining buy-in. Whether it’s improved efficiency, increased productivity or enhanced customer engagement, tie your initiative to tangible financial outcomes.
Leverage industry data and statistics to build your case. For instance, if you’re pitching the adoption of a new technology like Progress Semaphore, focus on how it will improve precision, reduce manual tasks and increase productivity. Incorporate facts and figures to show real business impact, such as how reducing failed search queries can save significant support costs.
Align with Business Goals
When communicating with leadership, shift the focus from technology features and architecture to business outcomes. Instead of explaining how a database or taxonomy works, emphasize how your proposal supports broader business objectives—such as increasing efficiency, protecting data or boosting customer satisfaction. Align your message with the key performance indicators (KPIs) and key risk indicators (KRIs) that matter most to decision-makers.
Speak the Language of Finance and Business
One common pitfall when seeking buy-in is using technical jargon. As a developer, engineer or practitioner unaccustomed to making their case for purchases, it’s tempting to dive into features, but business leaders are more concerned with the “why” rather than the “how.” Tie your discussions to potential financial impacts and business outcomes. Make it clear how investment in your project will translate into improved KPIs or mitigate risks (KRIs).
While performance metrics are crucial for demonstrating potential gains, Key Risk Indicators (KRIs) are just as essential for highlighting the dangers of inaction. KRIs allow you to clearly communicate the risks the business may face if they choose not to invest in or renew a particular technology. For example, not renewing a critical system like Semaphore could lead to increased support costs, lower customer satisfaction (CSAT), decreased productivity or even compliance risks. By effectively linking these risks to tangible business outcomes—such as lost revenue, increased data vulnerabilities or competitive disadvantages you help stakeholders understand the cost of inaction. KRIs are a powerful tool to drive urgency and demonstrate that inaction is often more costly than making a well-justified investment.
Managing Risk and Showing Potential
Gaining buy-in isn’t just about performance; it’s also about managing risks. Highlight what might happen if a solution isn’t adopted. For instance, what would the cost be if a technology fails, or how could non-adoption impact competitive advantage? Risks like decreased customer satisfaction, compliance issues and lost revenue are compelling reasons for stakeholders to consider your proposal seriously.
Leverage Stakeholders and Cross-functional Support
No one needs to bear the full cost of a new initiative alone. Show how your project can align with the broader strategic goals of the company. Identify key stakeholders in other business units pursuing similar goals and explore opportunities for shared funding or collaboration. This approach not only reduces individual costs but also strengthens your case by demonstrating cross-functional value.
Closing Thoughts
Getting business buy-in requires more than just a well-crafted business case. It’s about understanding your audience, communicating in their language and aligning your proposal with broader business objectives. By focusing on ROI, financial outcomes and risk mitigation, you’ll be well-equipped to secure the support you need to drive successful outcomes in 2025.
As George Bernard Shaw said, “The single biggest problem in communication is the illusion that it has taken place.” Make sure your message is not just heard but understood and embraced by those whose buy-in you need to succeed.
For more strategies for securing business buy-in for your tech projects, watch our webinar.
Gerard Rebalsky
Gerard is a Sales Manager for Semaphore at Progress. Gerard has a record of accomplishment in building synergies across multimillion-dollar enterprises to drive revenue and spur growth. Leveraging his deep understanding and sales and marketing operations experience, he excels at leading high-performing teams and creating business development strategies that exceed expectations. By cultivating collaborative partnerships with customers, partners and prospects, he drives growth and delivers results by tying customer needs and securing business buy-in. Outside of work, Gerard enjoys playing with his neighbors' dogs, volunteers at local animal shelters and is passionate about socioeconomic issues.
