My problem with Fowler is his tendency to reduce complex problems into concepts that can be represented in simple, abstract models/diagrams with weak analogies

My problem with Fowler is his tendency to reduce complex problems into concepts that can be represented in simple, abstract models/diagrams with weak analogies (e.g. the "streams" here, test pyramids, microservices, various bits of Agile), which are enthusiastically consumed by both inexperienced engineers and decision makers in management: a deadly combination. When much of the industry adopts these ideas, and the resulting inefficiencies become the baseline, it is virtually impossible for anyone to effectively detect those inefficiencies. It becomes a "is everyone crazy, or am I crazy?" situation, until some sort of disruption (e.g. widespread project/startup failures) forces the industry to paradigm shift back to sanity.