"For durability" is what it says on the design doc. Save a copy for CYA purposes during the frequent outages caused by exposure to every provider's availability issues.
In its startup days, the company took the "Costco free samples" approach to vendor selection and built everything out of free credits hurled their way.
A high performing team worked well together four years ago, the big three hired folks from it, and your nostalgic engineer dreams of getting the band back together.
The startup founder decided to disrupt the idea of engineers only having $50 of signing authority and gave everyone a corporate credit card with hilariously high limits and no technical supervision.
Sure you *USE* Azure, but you *HIRED* someone who knows AWS, supervised them as if you were wearing a yellow hat, and wound up with the wild west in production.
Your company has decided to sacrifice itself in order to drive a stake through the heart of "Kubernetes means it can run anywhere" once and for all.
The consultancy you hired had some turnover issues during a critical time.
You want to give one of those three an easy out of their platform's shortcomings in the Blamefull Post-mortem
Your executive re-entered the airport post-COVID and overdosed on enterprise software ads + Gartner magic quadrants.
DLP (Data Loss Prevention) is a failed industry and if you disagree you're almost certainly selling it.
So what is DLP?
Generally it's an appliance, software, etc. that makes sure that your employees don't copy sensitive data out of your environment.
Sounds good in theory, right?
In practice it's crap.
It has to MitM secure connections, so that's awesome. (A one stop breach!)
It has to recognize what the sensitive data is in the first place. (Is that a SSN or just a nine digit number?)
It has to work everywhere your sensitive data lives.
I made fun of this behavior a few years ago and found myself rapidly educated.
Let's say you buy a new vacuum every, what? Ten years or so?
The odds of you buying a new vacuum today then are 1 in 3652.5.
You just bought a vacuum. Great!
Maybe it'll break. Maybe you'll want one for your summer house. Maybe it broke. Maybe you just discovered a very specific fetish for which I will not shame you.
But for a while, you're *likelier than the average shopper* to buy another.
In hindsight, the recurrent failing that my managers always had was that they failed to explain just exactly WTF their job was. It turns out that 'managing me while catering to my every whim' was absolutely not it.
From where I sit, the hard truth is partially that having employees isn't the manager's job; having employees is simply their current approach to getting the actual responsibility handled.
"Build a better mousetrap and the world will beat a path to your door" is a lie presumably spread by mice. Your door must feature a cash register because the mousetrap will not sell itself.
Take what we do at the @DuckbillGroup as an example. "Consulting projects that pay for themselves many times over before they're complete" sounds super compelling and easy to sell.
There is no such thing as an easy sale to a sophisticated business customer. Thus we hire salespeople to drive the sale and thus keep our Spite Budget topped up. Their primary job is helping a buyer sell the project internally.
AWS Lumberyard (better known as "the AWS service that had a Terms of Service callout for zombie apocalypses") has had a bunch of its code open sourced and hurled over to the Linux Foundation to effectively make it their problem now.
This is a delightful way to wind up cloud advocates, open source fanatics, and the wonderful denizens of gaming culture all in one go.
Obviously "you're doing it wrong" is basically the only thing upon which those constituencies agree.