A technique for introducing structural change to senior leaders unfamiliar with innovation methodology: deliberately avoid jargon like "Lean Startup" or "testing," and instead apply the same jobs/pains/gains analysis from the Value Proposition Canvas / Value Proposition Design to the stakeholders themselves — treating a skeptical executive's own job-to-be-done, pains, and gains as the thing to design for, the same way you'd design a value proposition for a customer.
This reframes internal buy-in as a design problem rather than a persuasion problem, and pairs with Marshall Goldsmith's "Let It Go" Principle: apply this reframing first, and only disengage from a stuck decision after it's been tried.
Из тем: Stakeholder Power and Trust