To bring conflicting stakeholder views into alignment, I start by focusing on our shared objectives, anchoring everyone to the end goals. I then facilitate open discussions where each perspective is heard and appreciated. This helps uncover any underlying concerns and finds areas of overlap. Finally, I introduce a clear decision-making framework that respects diverse input but keeps us moving forward. This approach not only promotes unity but also ensures that our final direction reflects a balanced range of insights, ultimately strengthening the product's development path.

Leading digital transformation at one of America's largest financial institutions taught me a crucial lesson: resistance often comes from misaligned incentives, not resistance to change. Our challenge: modernizing systems with business veterans having 30+ years domain knowledge but limited tech exposure. Here's what worked: The ALIGN Method: Align: Restructured bonuses for transformation milestones Link: 80/20 split between transformation and BAU, respecting existing priorities Incentivize: "Transformation champions" in each unit Guide: Conducted Executive tech-impact workshops Network: Built Cross-functional relationships Key learning: Success isn't about pushing technology - it's about showing everyone their role in the future state.

In innovation, differing perspectives often signal the beginning of a breakthrough. As a product leader, I see conflicting views as opportunities to harness diverse insights. The first step is creating an environment that values open, respectful debate. Encouraging data-driven discussions while emphasizing shared goals can bridge gaps, grounding ideas in evidence while aligning with the broader vision. Clear, consistent communication and a willingness to adapt are essential. True progress happens when stakeholders feel heard and inspired to contribute, driving alignment toward groundbreaking solutions.

El proceso de innovación constantemente tiene encrucijadas, surgen desde el momento de ideación hasta el momento que el cliente prueba el producto. Por ejemplo: desde el inicio vamos a encontrar detractores de nuestras ideas, por lo cual debemos tener la mayor información posible (mercado, vacíos, viabilidades etc) para argumentar y demostrar la oportunidad y conveniencia de la creación que estamos proponiendo. Luego, si hay dificultades tecnológicas o de tiempo, ahí es importante saber renunciar a elementos que no aportan valor y centrar fuerzas en los factores relevantes. Y, de cara al cliente es imperativo analizar desde todas las perspectivas, para confirmar su aceptación o aplicar las modificaciones que garanticen su satisfacción.