Governments often initiate policies spontaneously, leaving implementers to execute such policies without sufficient preparations, often with reluctance. This type of grudging implementation, involving multiple organizations with varying objectives, compromises the outcomes and leads to hardships. Extant literature lacks insights into how grudging implementers navigate such situations. This research, based on the case study of demonetization in India, discovered that implementers addressed the lack of preparedness through stop-gap arrangements, emergency protocols, and iterative efforts, while the government persuaded the reluctant implementers through a communication strategy that lauded the sacrifice and short-term hardship for the greater cause of formalizing the economy. The nature of implementation, in spontaneous policy, thus, is a bidirectional phenomenon—while implementation hardship was overcome partially through standard procedures and iterative processes, the implementers were convinced by promises of long-term welfare.