My company has a new governmental customer that is causing me a major headache.
That customer is a group of loosely based organisations existing within a regional hub. The regional hub has budget power and can implement things without the consent of the base, e.g. all of our users.
My company is implementing our software on that regional basis, top-down. We started meeting to define the implementation timeline. When going to these meetings, one of the things that jumps out at me is that not all the organisations have the same incentive to change.
Some of them are not interested in any changes, therefore not coming to the meetings.
What is worse, is that they do not have someone who can bridge the political gap, a champion who can represent all the organisations.
I can already feel the impending doom.
The questions are the following:
Does it sound possible for me to ask the organisations to name someone who can be our main contact and let them deal with the hassle of software change, therefore culture change, by themselves?
If the answer is no, are there ways to influence the organisations to make them organise themselves?
To clarify, I work for the supplier that is implementing the system that will be used by all sub-organisations of a regional hub. There are 13 regions. We do not have a project board or a steering group. I'm the PM and also the customer care manager.