A company is executing a complex initiative to integrate emerging technologies into its product line. Key sponsors have shown reservations about additional funding and have become distant. Which action would best motivate a renewed commitment and strengthen these relationships?
Refer the situation to the leadership group, urging them to replace the sponsors if they fail to attend upcoming reviews
Arrange a concise meeting with the sponsors to open a discussion on concerns, align shared benefits, and shape the path forward
Forward additional reports on budget efficiency and wait for contributor feedback
Send notices highlighting potential delays if funds are not released soon, reminding them of cost implications
Scheduling a structured meeting with sponsors addresses root concerns, promotes two-way communication, and focuses on next steps that involve them. Sending repeated reminders or merely adding materials does not address their hesitations. Reassigning roles through senior management may escalate tensions and discourage the sponsors from sharing valuable insights.
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What are shared benefits, and why are they emphasized in addressing sponsor concerns?
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Why is reassigning sponsors or sending additional reports not effective in this context?
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PgMP
Stakeholder Engagement
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