ES 
EN 
El cambio conlleva un gran riesgo, a menudo acompañado de miedo y aversión. Y con razón.
¿Ha visto alguna vez fracasar una implantación de software? ¿Ha conocido alguna vez a un cliente que no haya podido obtener el valor deseado de la "solución" que adquirió? ¿Se ha encontrado alguna vez con alguien que haya tenido que volver a un estado anterior?
People in business who have suffered these fates are known as “Burn Victims.” They may be angry about being burned, and they will be hard to convince to pursue the same or a similar route again! (You can find more details on working with burn victims starting on page 298 in the paperback version of Descubrimiento.)
In our mountaineering analogy, this would be like paying for and participating in intense preparation for a major expedition only to find that the guide-company failed to provide proper provisions, requiring you to turn back without even glimpsing the summit! All that time and energy invested – for nothing.
Opportunity cost is also an issue. A customer who decides to change from their current state will consume the resources described in Parts 1 and 2, including time, people, money, and political capital. What si no ¿podrían haber utilizado esos recursos en su lugar? Tal vez se podría haber lanzado una expedición más rentable en su lugar.
Esto también es doloroso para los clientes que pasan por todo el proceso de evaluación solo para decidir no hacer nada (el resultado de la No Decisión). Sale muy caro. ("Pasamos meses preparando la expedición, pero la cancelamos en el último momento...")
Accordingly, customers who were previously Burn Victims (with other vendors) who are now enjoying success with you will be predisposed to buy more from you than risk pursuing another vendor. You can leverage this experience in your renewal and expansion discussions, and in fending off competitors’ advances.
Resources:
Parts 1, 2, 3, 4, and 5
Doing Discovery – page 298
https://www.amazon.com/Doing-Discovery-Important-Enablement-Processes/dp/B0B8RJK4C2/