Embedding stakeholders for alignment in digital transformation
Every product manager knows that stakeholder management is tough. Conflicting priorities, resistance to change, and endless negotiations can make it feel like an uphill battle.
Unfortunately, this challenge is even larger at companies undergoing transformation. If you do product management at an organisation that’s transforming, chances are you question your stakeholder management skills daily. Change is disruptive and inconvenient – no matter how necessary – and people react to that disruption in a negative way.
When the change is brought about by technology, the hostility turns against the people who manage it. Getting buy-in becomes mission impossible, your ideas and plans are met with strong internal pushback and you may find yourself burning all energy on communication that leads to nowhere.
When it seems like wherever you turn you encounter resistance, you might be tempted to avoid dealing with particularly difficult colleagues. What is the point, after all, if they are going to push back anyway.
Working under those conditions for a longer period of time will be a frustrating experience and – in the worst-case scenario – it might eventually result in your professional burn-out.
But what if there was a way to not only survive the challenge, but to strengthen the relationships with your most reluctant stakeholders?
Keep your stakeholders close, and your toughest ones even closer
While there is plenty you can do as a product manager to effectively guide people through change (see Building for change: When transformation and product management meet), there is one strategy in particular that will help. It should allow you not only to manage relationships with stakeholders during transformation, but actually to strengthen them!
Turn opponents into allies
When dealing with difficult stakeholders, working more closely with them is likely the last thing on your mind. However, while counterintuitive, this approach can turn your most vocal opponents into allies!
Many stakeholders have limited experience of working with product teams. Their only exposure to technology may be through project delivery, such as rolling out 3rd-party software, or through IT support when resolving technical issues. This shapes their expectations: “I tell you what I need and you tell me how quickly you can get it done”.
When product managers challenge this mindset, the cultural shock is significant. It’s putting the world as people know it upside down. Add the disruption of transformation, and the resistance is inevitable!
The solution? Shift focus from the unfamiliar to the familiar. Help stakeholders see first-hand how your team operates.
Embedding stakeholders in the product team
After going through some turbulent times with our key stakeholder group a few years ago, we introduced the “embedded partner” model. It truly transformed the dynamic back then, and continues to enhance internal collaboration.
This is how it works
Representatives from the key stakeholder groups become virtual members of product teams. They join all team ceremonies, from stand-ups to retrospectives to refinement sessions. They can observe customer interviews and contribute to ideation sessions. In essence, they gain full access to the team’s work.
The impact
By participating in product team activities, stakeholders gain a deeper understanding of product development principles and user needs. This gradual shift fosters collaboration and curiosity, turning stakeholders into internal ambassadors who can share their newfound knowledge with peers.
At the same time, your team gains valuable insights into the stakeholder group’s way of working and the challenges they face. This collaboration allows you to view the product through their eyes and address issues that might otherwise be dismissed.
Key considerations
Time commitment. For this model to work, embedded partners must dedicate a significant amount of time to the product team. Initially, we asked for up to 50% of their working week. Remember that the product manager also needs to invest time and energy to ensure success.
Rota system. To maintain value and manage the time commitment, rotate embedded partners every 6 to 12 months or move them between teams for fresh perspectives.
Flexibility. Tailor the approach to each team’s needs. Some teams may benefit from full participation in meetings, while others may need occasional involvement in customer interviews and brainstorming sessions.
Not one-size-fits-all. This model won’t win over every stakeholder. Accept that some hearts and minds may remain unchanged and keep pushing forward.
From resistance to collaboration
They say constraints boost creativity, and I like to view product management in transforming companies through this lens. Difficult stakeholder relationships and resistance to change can feel like obstacles, but they also present an opportunity to build stronger partnerships. By embedding stakeholders in your product team, you can create a deeper, long-lasting understanding of product development and one that can surpass what is found in digitally-native organisations.
Read more stakeholder management content on Mind the Product
About the author
Marta Rolak
Marta Rolak is VP of Product, leading teams through digital transformation and organisational change. She’s passionate about shaping product cultures where curiosity, clarity, and collaboration help teams build products that genuinely make a difference. Marta writes about the realities of modern product leadership — from working through uncertainty to empowering people to thrive in evolving environments. She is based in London.
