Can any logistics/fulfillment leaders share how they have dealt with resistance from their teams when adopting new technology? Whether it's concerns about job displacement, or just general apprehension with learning something new, any advice would be great!

I’d say Piotr hit the nail on the head in the comment above. Overall, I’ve found transparency in the process is the key and instilling a sense of value in more than just tasking. Also incentivizing your team to escalate new technologies or systems that will drive true financial benefit. Many ways to do it, but ultimately starts with trust from the team and the established culture.

Few topics to look at:
- Involve your team early in the decision-making process. This can help in understanding their concerns and getting their buy-in from the outset.
- Communicate clearly why the new technology is being adopted, including the benefits for the team and the organization, such as increased efficiency, reduced manual labor, or enhanced accuracy.
- Identify new opportunities for team members to grow and develop within the new operational framework. This might include upskilling, reskilling, or taking on new responsibilities.