"Organizations adapt structure slower than incentives.
The word organizations is the hinge. In a migration that looks reversible until the data moves, it tells you which part of the situation is structural, not personal. That is the part you have to design around.
In a migration that looks reversible until the data moves, people argue about preferences when the real issue is structure. You see it in a boundary shift that moves work onto a team that did not agree, where the system teaches everyone the wrong behavior. If you cannot describe the boundary simply, the boundary will not survive escalation and reorgs.
James Q. Wilson is a reminder to keep it concrete. State the win you are buying and the cost you are taking on, so it cannot hide inside execution. Write it so execution is obvious.