Whenever change is suggested, particularly changes to the assumptions that have guided an organisation and are embedded in the very way it goes about its business and in the style of the products it builds, it's only human to resist, to dispute the need for change, or to characterise the changes as too risky or impossible to achieve. These objections often come neatly tagged with phrases embodying supposed disadvantages of the proposed course. I'd like to address some of these reason-killing labels head on, before they're dropped into the debate over the issues I've raised herein.