Uhuh. Let me know how that works for you, out in a real corporate setting.
In my experience you can say all you want (if you’re lucky), but in the end, switching providers on a large scale costs a lot of money. And their money is more important than your discomfort.
You can either pick a battle that you cannot win (assuming you’re not the one in charge of the many millions such a migration would cost). You can just deal with it, or you can look for better circumstances.
You say you’re convincing people, management sees a trouble maker who’s spreading unhappiness.
In my opinion, it’s better to save your energy for something where it can make a change, not a futile attempt at trying to make an institute drop Outlook or Teams, or whatever shitty software we’re talking about.
Uhuh. Let me know how that works for you, out in a real corporate setting.
In my experience you can say all you want (if you’re lucky), but in the end, switching providers on a large scale costs a lot of money. And their money is more important than your discomfort.
Convincing just one person there is an issue is progress. Cooperating with another for better negotiations is progress.
Are there benefits of promoting inaction?
You can either pick a battle that you cannot win (assuming you’re not the one in charge of the many millions such a migration would cost). You can just deal with it, or you can look for better circumstances.
You say you’re convincing people, management sees a trouble maker who’s spreading unhappiness.
In my opinion, it’s better to save your energy for something where it can make a change, not a futile attempt at trying to make an institute drop Outlook or Teams, or whatever shitty software we’re talking about.
But hey, this is just my advice. You do you.