You will find that people resist strong change, and you need to know the reasons that people use to reject change in order to try to change it.
First of all, people in general are a risk to avoid (with some exceptions to "early adoption"). That is, people avoid risk, and any change is a risk.
Secondly, in your situation, people tend to fear WHERE when this will change them. Look at it like this: the developer in your team will think: “If we move on to xxx technology, how will this affect my career? How will this affect my chances of increasing or even dismissing? New technologies, they don’t want to become obsolete or lose their a place as an expert or something else in the "old" ways.
Finally, everything new is difficult to learn and understand, especially when you have been working in the old thing for a long time. It takes time and makes you feel like you are an idiot. In the oldest teams (and I mean literally from the point of view of people older), this also increases the fear of replacement for someone young who already knows this technology.
If you intend to overcome resistance, you will need to decide everything.
First, the thing must be gradual. One step at a time, one product at a time. Do not try to change the whole process for the entire company. Instead, suggest adopting a smaller project and apply new technology to it. A gift is an opportunity and a test. If this is not useful, we will no longer use it, but let's just try it, then the risk will be minimal.
Then calm people down. Make sure that everyone feels valued and that you or the company no longer trust over long years of experience in the field, which is applicable to any technology used. Listen to people, respect their opinions and make them feel that you care about what they think. Of course, this should not be an act, you should really feel it. Great teams trust each other.
On the other hand, handle the change. Milestones must be wider, you must consider changes. You must make the team feel that you understand that change is difficult and is a lengthy process. That no one will judge if a new business takes longer than the older one, and that failures are expected, and no one will be fired because of this.
In the end, if you want to change, you need to reassure people and make them understand that this is just a test, if it works, then it is great for everyone, if it is not, then everything is in order. Of course, the company must understand this. For managers, this means giving them a clear account of the risks and rewards, which speaks of the truth and tells them WHY the change should be made.
When speaking with management, remember also that competition is always there. You must evolve or be more correct to always evolve. Even if the product is the same in terms of functionality and, it might seem, the saddest from a marketing point of view, saying that you are using the latest xxx technology with lates yyy development technology is a great hook. Customers are not stupid, but they are not computer literate, so they are easily impressed with fuzz words, so competition can steal them without having the best product, just “new”.
One more thing: maybe it will be useful for you to tell them about the “ Who Moved My Story” , which revolves around change and how the market develops around change.
Change is a fundamental thing in every life, both personal and professional, and should always be considered. Whenever someone says that “change is now too risky” or “we cannot afford to change,” you really need to think that this is ... the picture we see in the long run, or whatever we talking about a short-term scenario? Because, if this is the last one, then we will know well, but let's go back in the long run ... something like always giving credit to everyone to buy a house, because houses ALWAYS increase their value ... or they are? "..