When you’re making system architecture changes, stakeholder concerns can feel like navigating a minefield—but I’ve found that the key is transparency and showing the value. One time, we were revamping a legacy system, and the team was apprehensive about losing their tried-and-true processes. I set up small workshops to demo incremental changes, showing how each tweak made their jobs easier or more efficient. It wasn’t just about showing off the shiny new tech but making it clear we weren’t sacrificing what worked. Stakeholders need to feel like partners, not bystanders. That way, their concerns become part of the solution.

Use guiding principles and measures of success with metrics like DORA metrics. Processes can be adapted to deliver success but principles shouldn't need to, remaining as your North Star. Prescriptively following processes without optimising for success only leads to disappointments. I use the following 3 principles: 1. Reduce risk 2. Lower friction 3. Increase confidence We can reduce risk with smaller, incremental and preferably reversible changes. Organisational structures, processes and delivery automation are optimised to reduce friction in change delivery. Finally testing automation, which includes architecture fitness functions, increases the confidence that the change achieves the desired outcomes without creating side effects.