Company had a goal to move its firmware to a platform-independent state, surrounding the core functionality with interfaces and a hardware abstraction layer so that the core could be moved around to different platforms. At the same time, they also want to internationalize its firmware. I was the project manager for both. "Change" (as in changing how things were done, as well as what was being done) was supposed to be the buzzword.

Trouble was, that the amount of change needed to reach to goals was a bit more that some people in the organization were comfortable with. My charter was to break through that resistance. However, on my exit "interview", I was chastized for having a "confrontational" style that upper management was uncomfortable with.

Sounds like another variation of the "fix the problem without changing anything" game.

Jay