A lot of my peers have trouble with this constant shift and I think that's ego. They are wrapped up in their own work and are ignorant of the company's priorities.
> A lot of my peers have trouble with this constant shift and I think that's ego. They are wrapped up in their own work and are ignorant of the company's priorities.
If the previous strategy was validated, then why is the strategy shifting? Is the product design process fundamentally broken in the org? "If I dump my in progress work now, how long before my next effort gets short circuited?" Rapidly shifting priorities without clear reasoning raises questions on whether the leadership team knows what they are doing.
In both cases, my own experience is that open dialog and communication from the leadership team on how the decision was made and sharing the data points can reduce the friction. From the technical leadership, communicating the right mindset also helps -- especially with more senior resources.
It also leads to wasted work. What was the point of of working hard when it gets thrown away?
If alternative views were expressed earlier then perhaps the work could have been made generic to handle both use cases in case of a pivot.