Sometimes, the organisational structure drives the code structure (Conway's law [0]). I've seen real world consequences of this, where the disconnected system stovepipes in a large organisation reflected the team structure of the organisation's purchasing function. The purchasing teams didn't speak to each other, so neither did the systems they purchased. The systems had separate support contracts, incompatible upgrades, and each one was a wholly distinct integration target, if you were a third party.
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