People and organizations respond better to the familiar than the new. One reason: "buying" something new is a step out of our comfort zone. After making a demonstration call on Bell's phone in 1876, President Rutherford Hayes said, "That's an amazing invention, but who would ever want to use one of them?"
Well, the problem with that approach obviously is we may miss out on new ideas and new stuff that could make life or business better.
So, there's really only one thing to do: step out of the comfort zone. Pretty soon we see that we've simply enlarged our original comfort zone!
Writing for folks on the sell-side, Jeffrey J. Fox and Richard C. Gregory (in The Dollarization Discipline) say, "The challenge when selling a new concept is to demonstrate to the prospective customer that, despite the apparent risks of leaving behind the tried-and-true, the new product will produce a financial return so attractive that the customer would be committing management malpractice by not -- at a minimum -- testing the new product."
Are we taking the time to explore the new? Or are we commiting "management malpractice"?