The best strategy is to frame your argument from the perspective of the customer:

> This will allow for us to deploy the feature in only X days supporting Y use case with Client W who has been complaining about this shit for Q months now.

Arguments like:

> We should do Z because it would provide future extensibility.

> Z could eventually enable some novel platform capabilities.

> Z is easier to unit test.

Are much less likely to succeed in the business contexts that I have experienced so far.

We may be looking at this differently based on our own experience fwiw. I also should have said added complexity or lack of (from poor planning).

That can work too, e.g. when demonstrating the pain a customer will experience when something complex is poorly designed (like some b2b workflow), but it's less visceral than telling your internal stakeholders all the extra work they'll have to do if it's rushed. Even the best of your peers are a bit selfish. The business side has a lot of incentives around quick turnarounds so it's easy to overlook the downside.

Imagine such a scenario. You're in healthcare and working on a feature that will add new data model for some kind of clinical information.

You could say:

> This will allow for us to deploy the feature in only X days supporting Y use case with Client W who has been complaining about this shit for Q months now.

Yeah that very well may prevent W from churning, though hopefully you think about how it will affect other clients too.

Or, you could say

"If we get this data model wrong, and the value set is ambiguous, you (product/sales/cs) will have to reach out to every single customer and clarify what they meant by x/y/z if we wish to migrate it with any degree of accuracy in the future."

That's drawn from experience but I'm sure there are a lot of parallels to that in other industries for any kind of data. Migrating data is a pain in the ass for everyone, but often it can be the people pushing for a quick solution that suffer the most when that goes wrong.

This kind is stuff is why commission structures should consider churn / residuals. Bad incentives make for hastily made decisions.