If all you have is a hammer, everything looks like a nail.

If all you have is a hammer, everything looks like a nail. In data, the hammer could be the vendor you’ve already to committed to.

Teams bend every problem into that tool. Executives continue to fund it because “we already own it.” Until the system collapses under misuse.

Architecture isn’t a license justification. It’s context. It’s asking: what’s the right design for this constraint?

When leaders let sunk cost dictate architecture, they’re not saving money; they’re buying debt. Short-term savings become long-term costs.

What’s the hammer in your org, and what’s it breaking?