As an IT leader, you see the inefficiencies. Outdated systems slow down workflows, disconnected platforms create data silos, and employees struggle with tools that weren’t built for the modern workplace. You know that the right technology investments could streamline operations, enhance security, and drive measurable cost savings.
Yet, when it’s time to secure buy-in from leadership, resistance is immediate. Budgets are tight, competing priorities take precedence, and decision-makers question whether the return justifies the cost. How do you break through the hesitation and make a case leadership can’t ignore?
The answer lies in framing technology investments as essential business enablers — not just IT upgrades. Here’s how to position your case in a way that resonates with executives, speaks their language, and secures the funding you need.
Why technology proposals get rejected
Before you can win leadership over, it’s important to understand why technology proposals often face pushback. IT investments frequently get dismissed because they are seen as an expense rather than a strategic investment. If executives don’t clearly see how new solutions increase revenue, reduce expenses, or mitigate risks, they’re unlikely to approve funding. Another common issue is that business cases focus too much on technical features rather than business outcomes. IT teams often highlight faster processing speeds, better integrations, or cloud scalability when executives are more concerned about improving productivity, reducing errors, and cutting operational costs.
Beyond cost concerns, leadership also fears disruption. Downtime, employee pushback, and steep learning curves associated with new technology can make decision-makers hesitant to approve change. Many proposals also fail to demonstrate a clear return on investment (ROI). Without tangible data on cost savings, efficiency improvements, or risk reduction, leadership won’t see why the investment is necessary. Lastly, if existing solutions appear to be “good enough,” leaders may not feel urgency in making a change. To overcome these roadblocks, your proposal must align with business priorities and prove its value in financial and strategic terms.
Step 1: Tie technology to business goals
Executives aren’t interested in software specs — they care about growth, efficiency, and risk mitigation. If you want to persuade leadership, start by framing your proposal around key business objectives such as revenue growth, cost savings, productivity, and risk reduction. Technology that helps increase sales, improve customer experiences, or reduce inefficiencies will always be more compelling than a simple IT upgrade. A modern workplace management platform, for example, shouldn’t just be pitched as an improved interface. Instead, highlight how it reduces time spent on manual scheduling by 40%, cuts real estate costs by 15%, or enhances hybrid work experiences, leading to higher employee retention.
When technology investments are tied to measurable business benefits, leadership starts to view them as strategic enablers rather than operational expenses. By shifting the conversation from a cost discussion to a competitive advantage, IT leaders can make decision-makers take notice.
Step 2: Build a data-driven case for ROI
Numbers speak louder than opinions. To get leadership’s attention, quantify the financial impact of the investment. Start by analyzing current costs and highlight how much the company is losing due to outdated systems. This includes time wasted on inefficiencies, security vulnerabilities, compliance risks, and employee frustration leading to turnover. Conduct a cost-benefit comparison to demonstrate how the new technology stacks up against the status quo. Show how much time, money, or resources it will save per year. If industry benchmarks are available, use them to support your case.
A pilot program can also provide tangible results. Testing a small-scale implementation can generate real data on efficiency improvements, cost reductions, or employee satisfaction. For example, replacing a manual visitor check-in system with an automated solution could reduce check-in times by 75%, freeing up staff and saving thousands in labor costs annually. Presenting concrete figures makes it easier for leadership to visualize ROI, making the case for investment more compelling.
Step 3: Address leadership’s concerns upfront
Even with a strong business case, leadership will have objections. Anticipating and addressing these concerns upfront can help remove roadblocks. One major worry is potential disruption — executives don’t want new systems interfering with daily operations. A well-defined implementation plan that includes a phased rollout, thorough training, and vendor support can ease concerns about downtime and adoption hurdles.
Another frequent objection is that current systems “work well enough.” Demonstrating the hidden costs of inefficiencies — such as time wasted on manual processes, security risks, and operational bottlenecks — helps challenge this perception. Budget concerns also arise, but showing how an investment pays for itself through cost savings can help reframe the conversation. If leadership fears employee resistance, highlight user-friendly adoption strategies, including structured training, incentives, and feedback mechanisms that ensure smooth transitions.
By proactively answering these concerns, IT leaders make it easier for leadership to say yes to new investments.
Step 4: Engage stakeholders for stronger buy-in
Successful IT proposals aren’t just about convincing the CIO or CFO — they require buy-in from cross-functional teams. If department heads, employees, or finance teams aren’t on board, proposals may face resistance. One way to strengthen support is by gathering input from leaders in HR, facilities, and operations, ensuring the technology solves problems beyond just IT. Employees who struggle with outdated systems should also be part of the discussion — surveying teams and highlighting their challenges adds weight to the argument for change.
Bringing finance into early discussions can help align budget expectations and model cost savings before the formal pitch. When multiple stakeholders advocate for an investment, leadership is more likely to view it as a company-wide priority rather than just an IT initiative.
Step 5: Make it an easy ‘Yes’
The final step in securing leadership approval is presenting a clear, actionable plan that eliminates uncertainty. Instead of vague recommendations, outline exactly how the technology will be implemented, including timelines, milestones, and budget breakdowns. A detailed training and adoption strategy ensures employees can transition smoothly, reducing concerns about resistance or inefficiency.
A projected ROI timeline further strengthens the proposal. When leadership understands when they can expect measurable benefits, they are more likely to approve funding. The easier you make it for decision-makers to see how the investment fits into company goals, avoids risk, and delivers results, the faster you’ll get approval.
The bottom line: Framing IT investments as business imperatives
The most successful IT leaders don’t just pitch technology — they sell outcomes. By framing proposals in terms of business goals, financial returns, and risk mitigation, IT leaders can transform a tech upgrade into a strategic necessity.
Securing funding for workplace technology isn’t just about IT — it’s about driving business transformation. The right approach ensures that leadership doesn’t just approve your proposal, they champion it.
By Erin Sevitz
Erin has 15 years of experience, including 10 years in thought leadership on workplace management and the built environment. In her current role she oversees teams responsible for worktech insights and engaging Eptura’s 16,000 customers worldwide. Previously she led communications for the International Facility Management Association, a global industry nonprofit dedicated to professional development for workplace strategists, building managers, and corporate real estate.
