QA to QE – Winning Stakeholder Buy-In

Hopefully, if you are reading this, you’ll be aware that Quality isn’t just about finding defects, it’s about building confidence in the solutions we deliver.

Despite advancements in automation and modern development practices, bizarrely, quality still remains quite misunderstood. Many organisations still view QA as a final hurdle rather than an integral part of success. But in today’s fast-paced world, where software drives business impact, Quality Engineering must evolve from a reactive function to a strategic enabler.

Yet, change is hard. Stakeholders worry about disruptions, costs, and whether QE transformation is just another buzzword or fad, and “can you just focus on the testing?”, is a phrase I’ve heard so many times. So, how do we convince them of the why? How do we shift their mindset from quality as a cost to quality as a competitive advantage?

This is where my QE Transformation Model comes in, giving a structured approach to the change from legacy testing practices to modernised Quality Engineering should give them confidence in the journey. But first, they need to be convinced that a change is needed atall.

Convincing Stakeholders to Adopt the QE Transformation Model

Implementing any transformation requires stakeholder buy-in, and the QE Transformation Model is no exception. While its structured approach can drive lasting change, getting decision-makers to commit to the model itself is the first hurdle.

The Challenge: Overcoming the “We Already Have a Process” Mindset

Many organisations believe their existing QA approach is “good enough.” They may ask:

• “Why do we need a formal model? Isn’t this just common sense?”
• “Our teams are already improving quality, why impose a structured framework?”
• “We don’t have time for theory, we need practical results now.”

The key to overcoming this resistance? Making the case that a defined model provides clarity, repeatability, and measurable success, rather than leaving quality improvement to ad-hoc efforts.

Framing the Model as a Business Enabler

Stakeholders are far more likely to embrace the QE Transformation Model if they see it as a tool for alignment, consistency, and impact, rather than just another process document.

To drive adoption:

• Position it as a Roadmap – Instead of a rigid framework, present it as a practical guide that adapts to business needs.
• Showcase the Success Stories – Highlight organisations that have adopted structured approaches to QE to improve efficiency, reduce post-release defects, and accelerate time-to-market.
• Align with Business Objectives – Demonstrate how the model directly contributes to faster releases, risk reduction, and customer satisfaction.

The Hidden Cost of NOT Using a Model

If stakeholders hesitate, turn the conversation around: What happens if we don’t adopt a structured QE approach?

• Unpredictability – Teams will continue to work reactively, dealing with quality issues only when they arise.
• Inconsistent Practices – Without a formal framework, different teams may approach quality differently, leading to fragmented results.
• Missed Opportunities – The lack of a structured QE transformation means the business may struggle to scale effectively.

By highlighting risks, stakeholders can better understand why structure matters, and how the QE Transformation Model isn’t an extra burden, but rather a strategic necessity.

A Tactical Approach to Adoption

Even once stakeholders are on board, execution requires care. The best way to introduce the model is incrementally:

• Pilot the Approach – Start with a small team or project to prove value before scaling.
• Show Quick Wins – Demonstrate tangible improvements early to maintain momentum.
• Empower Champions – Identify influential team members who can advocate for QE within different departments.

By shifting the conversation away from process complexity and toward tangible benefits, stakeholders will see the QE Transformation Model not as an overhead, but as a catalyst for sustainable quality.

Understanding Stakeholder Psychology With the QE Transformation Model

To gain traction, we need to tailor the conversation to different stakeholder groups while guiding them through the transformation.

Understanding the Current State

Before convincing stakeholders, we must recognise where the organisation stands today. Firstly its crucial to perform deep dives into existing processes, identifying pain points, and assessing why traditional QA falls short.

Stakeholders are often wary of change. Executives want financial justification. Engineering teams worry about workflow disruptions. Business owners fear delays. The key here is to highlight inefficiencies such as manual bottlenecks, late-stage bug firefighting, and lack of predictive insights, all of which QE solves.

Shifting Mindsets from QA to QE

Convincing stakeholders requires a mindset shift. There needs to be focus on education and awareness, helping teams see QE as more than testing, it’s about building quality in from the start.

To resonate with each group:

• Executives – Position QE as an investment that delivers faster releases and reduced defect leakage.
• Product Owners – Frame QE as a way to enhance user experience and customer trust.
• Developers – Showcase how QE speeds up development by catching risks earlier.

Resistance is natural here. Some may argue, “We’ve always done it this way”. Counter with success stories, showing how early QE adoption prevents costly failures.

Establishing Processes & Tooling

Stakeholders respond well to tangible improvements. There has to be focus on introducing smart automation, CI/CD integrations, and risk-based testing to demonstrate efficiency gains.

This showcases how QE enables:

• Automated quality gates in pipelines for faster feedback loops.
• Data-driven risk analysis to prioritise the right testing strategies.
• Cross-functional collaboration that reduces handoff delays.

As mentioned above, a tactical approach is to pilot new tools and processes, start small, prove value, and scale gradually.

Embedding Culture & Collaboration

Quality isn’t just a function, it’s a culture. Focussing on this ensures stakeholders embrace quality as a shared responsibility, not just a testing team’s job. It’s also key that stakeholders become allies and evangelise for it too, as different voices shouting about quality will help it’s importance land further.

Strategies could include:

• Embedding Exploratory Testing alongside development for real-time learning.
• Encouraging cross-functional workshops so quality conversations happen early.
• Aligning KPIs so all teams share accountability for customer impact.

Executives love seeing cultural shifts leading to improved product stability, reduced hotfixes, and happier teams.

Continuous Improvement & Scaling

Once stakeholders are convinced, the final challenge is sustaining momentum. QE transformation isn’t a one-time project, it’s a continuous journey. It may not be a smooth journey either, so be prepared for bumps in the road!

Key areas include:

• Upskilling teams – Investing in QE training ensures long-term adoption.
• Leveraging AI & Predictive Analysis – Using tools like Alteryx or IBM Watson for smarter insights.
• Refining governance – Setting clear ownership structures to prevent backsliding.

The intention is to ensure QE stays embedded within business strategy, not just as a fleeting initiative.

The Business Case for QE Transformation

Now that stakeholders understand the journey, reinforce the case with metrics.

• Reduction in post-release defects – Less firefighting, more proactive assurance
• Faster time to market – Predictable, stable releases
• Cost savings – Early risk detection prevents expensive failures
• Improved morale – Collaboration eliminates blame culture

Addressing Resistance & Making QE a Reality

Change inevitably meets pushback. But addressing concerns head-on builds confidence:

• “QE will slow us down.” – QE removes bottlenecks, reducing cycle times.
• “Our traditional QA works fine.” – Legacy QA relies on catching issues too late, QE prevents them earlier.
• “It’s expensive.” – The long-term costs of poor quality far exceed QE investment.

By using the QE Transformation Model as a roadmap, you guide stakeholders through an intuitive journey rather than overwhelming them with abrupt change.

Conclusion

Convincing stakeholders isn’t just about selling a process, it’s about shifting perception. Quality isn’t just a cost centre, it’s a driver of competitive advantage.

By using the QE Transformation Model, we make change structured, manageable, and results-driven. The key takeaway? Quality isn’t an afterthought, it’s a core business strategy.

What do you think? Is there anything here that’s missed the mark when convincing stakeholders and leadership of the need to adapt your testing practices into modern Quality Engineering?