I'm glad you made this point. This happens a lot. Organisational problems conflated for technical ones. Technical solutions to organisational politics. Etc. It

I'm glad you made this point. This happens a lot. Organisational problems conflated for technical ones. Technical solutions to organisational politics. Etc. It's often easier to admit technical challenges than organisational ones. Also, different people get to declare technical and organisational challenges, and different people that get to design the solutions. There's also a dynamic where concepts are created by the technical 1% doing vanguard or challenging tasks. The guys responsible for scaling youtube or whatnot. Their methods and ideas become famous and are then applied to less technically demanding tasks, then in less technical organisations entirely. I think if we can be honest at the actual problem at hand, 80/20 fixes will emerge. IE, the "real" value is not the architecture per se, but the way it lets you divide the responsibilities in the organisation.