Many people say that a project's status as the default option depends on traffic investment, time accumulation, and feature iteration. Of course, all these are useful, but I believe the underlying logic boils down to one thing—

The default option is the one that makes people "dare to choose."

"Daring to choose" doesn't mean it's perfect; it means that after choosing it, you won't feel alone. You're no longer the person in the meeting room who has to explain "why it has to be this one"; you don't have to bear all the doubts of "what if something goes wrong"; and you won't discover after the fact that you've taken a small path no one else has walked.

Behind the default option, there's actually an invisible layer of "collective trust." It disperses responsibility, creates a ready-made consensus for decision-making, and makes communication unnecessary to start from zero.

This also explains why those obviously less-than-ideal old solutions are hard to replace—they've already integrated into the organization's communication habits. You don't need to prove why they work; just saying "everyone uses it this way" suffices. This isn't very fair to innovators, but for decision-makers, it provides real security.

In fact, what leaders lack is never courage but the ability to accept risk.

So, when thinking about how some Oracle projects can truly achieve large-scale implementation, the key might not be convincing more people of their "unlimited potential," but rather making the users—within the team, in the system, at the moment of signing—feel secure.

That sense of security is: you don't have to gamble your career prospects on an "unknown"; you don't have to endlessly explain a strange concept. This sense of safety often influences the adoption speed of a project more than the technical indicators themselves.