Expriences of working with pain in large multinational organizations and the impact of LeSS to those pains

LeSS is hugely inspired by the pain that is common in large scale development and a way to construct the organisation eliminating as many constantly painful tensions as possible. Pain is a significant factor in making the choice of whether or not to go for a LeSS adoption, breaking personal and organisational resistance to change and - unfortunately - just daily work. How does it affect organisational change from the point of view of team members, POs, management and Scrum Masters? How can it be avoided or leveraged to enforce positive change? Let's try to see some patterns from org change in several companies.