Good points. I&#x27;ve worked a lot in banking and healthcare, so where I see complexity isn&#x27;t the software so much as the regulatory environment. This leads to a much more process-intensive way to work.<p>I was in a brief conversation this morning about Conway&#x27;s Law in the enterprise, and something I realized (I&#x27;m surprised I&#x27;d never realized it before) is that that ever-changing fault lines of corporate org structures break existing, successful software projects. Conway&#x27;s Law says you create software that is a reflection of your organizational structure. What if the org structure changes, but you have a valuable legacy software product to support? Now the software and the organization are at odds with one another. That feels like a Big Truth to me, one of the key reasons things get screwed up in the enterprise.