Something I see a ton is management by crisis - 20 people from an organization could tell certain managers that there will be performance issues in 3 months if we don't pay down tech debt, but nothing actually sinks in until there is a performance crisis in 3 months.
The corollary to that is that many technical types will make things work despite management ignoring the fundamentals. Sometimes its better to let something fail sooner than to make it work, when it's clear the fundamentals will eventually overtake the effort.
Ya, great point, though at big companies it can be very hard to just let things fail. Though that reminds me of another answer to the parent question which is managers who reward people who fix broken stuff, but don't reward people who didn't build fragile things to begin with.
Makes you think. Maybe you need a "villain" in your team that brings the crisis NOW, when only seeing it approaching on the horizon. Making future problems real
