The hell-sewer is real, but banning shadow IT is not the right answer.
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Above is the answer to your question, but it raises the question - what is the right answer to shadow IT?
The problem with this question is that it sounds like ONE question, when in reality it is a many segmented question. You need a way to characterize the shadow IT in question so that you know what approach you should take.
If shadow IT overlaps with governance, then it should not be shadow IT.
If shadow IT does not, then it's probably fine to stay that way or be replaced at some point by a MVP.
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That answers the question I raised, but now I've raised another question: WTF does "overlaps with governance" mean???
And this is where the nightmares begin!
IT has an allergic reaction to Shadow IT because they know about the times they had to deal with it. Understanding what IT has had to do in the past to fix things helps you understand why they don't think in these terms.
-- Assuming that we should launch many pilot projects, let’s consider for which of them it is possible to build minimally viable products – and then try (where possible) to use low-code and no-code tools. With these, we can get less technical people prototyping quickly (of course, more complex integration pieces may still require the help of an engineer). Thanks to the fast implementation, managers or people responsible for the functioning of the process in the company are able (within a few weeks) to check and analyze the sense of an idea. They can test it in a natural environment, and if everything works, they can create a dedicated solution developed by an experienced team. --
One of my close friends, whom I advise in the field of digitization, owns a factory. I can't convince him for anything to try this approach, which I think is absolutely right. The client believes that only their IT department and CTO can change anything in automation. Or only they can be responsible for data analysis. How to change this, how to convince him?