I've been in some knock-down, drag-out battles over both the setup and using technology. On one side, you have somebody with a very different opinion regarding what technology ought to be used and how. On the opposing side, you are aware that you are right.
These days the battles are about which cloud supplier to select, what database to use, what devops tool chain to engage. So many new things fly each day and so many more choices have to be made that battles are a foregone conclusion.
What drives me crazy is that there's typically one right answer to the problem--which is, one set of technologies and configurations that are the most effective. Other options typically won't fail outright, but they will work in a much-reduced efficiency.
There will be no"I told you so" moments, just millions of potentially investable dollars dropped throughout the next few years. I call it"a stupid tax"
The politically savvy people usually produce the architecture calls, right or wrong; nonetheless, they are typically motivated by emotion, not logic. Maybe they enjoy the sales team from one vendor and so speed their technology considerably higher than others. They don't believe how well it lives up to the business requirements aside from a pass/fail. Can it work or not? That never should be the query.
How do you remove the unwanted effects of people on business cloud architecture decisions? I've found a couple of things that function.
First, predetermine guidelines which everyone can agree on regarding frameworks for selecting any technology along with the configuration of that technology. Agreeing to some logical process will typically determine the right response; then it's hard for anyone to imply that you divert from this route.
Essentially, you're using their political savvy against them. It doesn't seem very good to break rules that they helped make.
Second, and most difficult, you want to alter the culture. In the event the company's culture is to not stick your neck out for any reason, the people using the strongest personalities will run roughshod over people who are less assertive--and in many cases, the quieter people have the right answers. Making asserting yourself a part of the internal reward system is a fantastic first step, or tweaking the decision-making procedure to allow for equal input from all personality types. Changes in culture must come from the top.
Forthcoming challenges aren't around finding technology that can solve problems, it's picking the best technology to fix this problem. People are going to make those calls, thus we will need to work on the human side of this process.