>and is not a cost worth optimizing. Well, it's kind of like plumbing. Once established, you don't think about it much until something goes wrong. Maybe someon

>and is not a cost worth optimizing. Well, it's kind of like plumbing. Once established, you don't think about it much until something goes wrong. Maybe someone notices, "Hey, our annual maintenance is $x, but I think the normal rate is only $x-y." But unless it's time for a lot of belt tightening, making that change is pure risk if the system mostly works, problems are fixed quickly, etc. Because maybe you change plumbers, and there's a catastrophic failure that would have happened anyway, but now via the magic of post-hoc fallacies it looks like the change is what caused the problem. (And maybe it did! who knows?) So there are many things in any organization that only get optimized/updated (or even just simple maintenance) when they become a noticeable problem. The old adage about not fixing what isn't broken-- you need to really be able to show a likely failure in order to make a preemptive change.