A taxonomy of problem stakeholders and how to use each one to your advantage while getting them onside. From Mr “You’re doing it all wrong and I can’t learn anything from you anyway”, to Ms “Change is bad, therefore I must stop this”, to Mr “This won’t affect next quarter’s bonus so why should I support it”, each has their own agenda and can be engaged with.
Given that the ideas of enterprise architecture, business process modeling, governance and so on have been around for such a long time, it can be a little surprising to realize how little of it has been commoditized. True, there’s been significant advances in the state of the art, with modeling languages such as BPMN and Archimate appearing and reaching maturity. Meanwhile frameworks such as COBIT, IT4IT, TOGAF and so on have emerged and in some cases even managed to consider how they interact. Yet the process of implementing all these various topic areas are still much more art than science (black arts, some might say). There are a number of reasons for this, but one factor is definitely the existence of stakeholders
