…t customers, and front lines sales are all successful with your product and resisting a big change. The resistance is natural — the feeling of empowerment and familiarity. Remember, the reason your are making changes is because your successful product, in your best judgement, is facing an existential threat. This threat is not coming from these early voices, but from the customers you have failed to acquire or are not likely to ever acquire. You are making changes to support future growth not incrementally improving your existing customers.
… considering a proactive approach with proactive objection handlers or scheduled time for feedback. Regretfully, the solution set is the same since the problem is the change itself, not the way you are changing. The only difference is that the more you engage in defensive engineering efforts the less time you have to get the new work done. More importantly, time spent on salves or bridges only takes away from the existential competitive dynamic that is motivating the need for change.