I have been on many teams that could’ve easily been in maintenance mode and not changed anything for years. The business would’ve hummed along stably and profitably. But it’s hard to justify your job in IT if you say your roadmap is to just keep doing what you’re doing. Nevermind the people in between business and IT who really contribute to neither.
So we get these pendulum swings and huge projects (move everything to cloud, move everything back, make engineering do ops, make a dedicated ops team, micro segment everything, flat network everything) just so IT management can convince the business they’re providing some value.
Gartner is the “independent” third party that allows IT folks and tech vendors to convince the business they are doing the right thing.
And yeah I’m sure some of these pendulum swings have come at great cost to the business, even halting it entirely (SAP)
There’s going to be mountain of companies going out of business in 5 years due to following Gartner’s low/no code advice.
Conversely: I find that the inverse is true very often.
People are very quick to throw their current systems away in favour of the cloud due to a myriad of reasons; be it sticker shock, promise of less headcount, the idea that you can hire people easier or simply because of a Gartner report that your CTO happened to read on a flight.
This causes migrations to the cloud that kinda don’t make sense, they’re borne out of ideology or “not being left behind” and sometimes it fails catastrophically.
We would do well not to cargo cult, but reasonably deduce and argue what our objectives truly are.