> but management overrules them for some vague hand-wavy reason like, "This way is more modern."
This matches my experience. It's very difficult to argue against costly and/or inappropriate technical decisions in environments where the 'Senior Tech Leadership' team are just not that technical but believe they are, and so are influenced by every current industry trend masquerading as either 'scalable', 'modern' or (worst of all) 'best practice'.
What's even more dangerous is when senior tech leadership used to be technical but haven't actually got their hands dirty in 5 or 10 years, and don't realize that this means they aren't actually holding all the cards when they try to dictate these kinds of tactical, detail-oriented technical decisions.
I see this a lot in startups that grew big before they had a chance to grow up.
And to add, this rarely indicates anything about the depth and/or breadth of the 'used to' experience.
A lot of the strongest individual contributors I see want to stay in that track and use that experience to make positive and sensible change, while the ones that move into the management tracks don't always have such motivations. There's no gatekeeping intended here, just an observation that the ones that are intrinsically motivated by the detailed technical work naturally build that knowledge base through time spent hands-on in those areas and are best able to make more impactful systemic decisions.
People in senior tech leadership also are not often exposed to the direct results of their decisions too (if they even stay in the company for long enough to see the outcome of longer-term decisions, which itself is rare).
While it's not impossible to find the folk that do have breadth of experience and depth of knowledge but are comfortable and want to be in higher-level decision making places, it's frustratingly rare. And in a lot of cases, the really good ones that speak truth to power end up in situations where 'Their last day was yesterday, we wish them all the best in their future career endeavours.' It's hardly surprising that it's a game that the most capable technical folks just don't want to play, even if they're the ones that should be playing it.
This all could just be anecdata from a dysfunctional org, of course...
This matches my experience. It's very difficult to argue against costly and/or inappropriate technical decisions in environments where the 'Senior Tech Leadership' team are just not that technical but believe they are, and so are influenced by every current industry trend masquerading as either 'scalable', 'modern' or (worst of all) 'best practice'.