Using the stepping stone strategy to get buy-in and create process change
A stepping stone strategy breaks projects into phases where each phase builds upon the previous one, creating momentum and reducing risk. This approach works well when entering uncertain territory, working with limited budgets, or needing to create stakeholder buy-in. Each stone you step on becomes solid ground for reaching the next one.
There are several ways to implement a stepping stone strategy to reduce risk, such as phased exploratory sessions or phased implementation; however, in this example, I'll share how I accomplished a project using a stepping stone of roles across the organization to obtain buy-in and ensure all needs were met.
The Challenge
My goal was to design and implement new packaging for our contact lenses. We had received complaints in Latin America that our packaging quality didn't match our global brand. The existing packaging was a white bank envelope with parameters printed on the back. This solution was economical because the envelope cost $.02 per unit and could be run through a local printer in our lab, making it fast for the lab technicians to assemble. We require 40,000 packages per year, so cost is critical.
I was tasked with finding new, cost-efficient packaging that would be both water-resistant and professional in appearance. I assembled a team that crossed four departments: executive, business development, manufacturing, and quality assurance.
The Stepping Stone Approach
Step 1: The first person I enlisted was the Chief Business Development Officer. She serves as my "boundary spanner" and thus represents a critical first step. She has a kind but strong personality and works with every division in the organization, forging strong relationships. Because she is well respected, I anticipated she would provide exceptional support in ensuring we stayed within budget and wouldn't allow others to push us into more expensive or cumbersome packaging.
Step 2: I enlisted a "connector" within the team, the Quality Assurance Manager. He ensures packaging meets quality standards and can use his influence with each department, as regulatory criteria can discourage ideas that don't operate correctly under our regulatory conditions and vice versa.
Step 3: I enlisted a "peripheral player," our Lab Manufacturing Director, who manages the team that ships the packages. He had no personal stake in how the packages looked and no interest in changing them. However, he is well-liked by the team I assembled, and they appreciate his input. His primary goal was to ensure that new packaging wouldn't add undue work to his lab technicians. Finding a packaging solution that keeps manufacturing humming swiftly would ensure no interruption to business operations.
Step 4: I enlisted a subgroup: the business development team. Although the business development team wasn't working directly on this project, the project impacts them, as they are responsible for bringing in new business. This team provided support on the project when needed, to underscore the need for professional materials as part of brand strategy and how that impacts new business acquisition.
The Power of Strategic Sequencing
This stepping stone approach proved invaluable because each role I enlisted built credibility and support for the next team member. By starting with the boundary spanner, I established clear guardrails. The connector provided technical validation, while the peripheral player ensured operational feasibility. Finally, the subgroup reinforced the business case with market-facing expertise.
The beauty of this strategy lies not just in reducing risk, but in creating a network of invested stakeholders who each contribute their unique perspective while feeling ownership in the outcome. Rather than presenting a finished solution that others might resist, I built the solution collaboratively, one strategic relationship at a time. This approach transformed what could have been a contentious change into a unified effort that addressed quality concerns while maintaining operational efficiency and cost-effectiveness.