Another way of saying that is to be strategic about where you go against the grain of the organization. I’ve seen that work well when it was something important where the value was high and poorly when someone was either just being dogmatic or overestimated their ability to negotiate.
A long time ago I remember hearing a good bit of advice that for a new project you should innovate the product or the tech stack but not both. I think this is similar: unless you have a lot of resources (people + political clout), don’t buck the existing org chart in more than one area if you can avoid it.
