Having a system that meets all requirements  is not enough.  Even if a perfect  system was ever developed it  would have to change with new technologies, channels, and expectations.  Project methodologies have always been challenged by  change.  Scope creep has long been blamed for project failure. Yet, it really is a symptom of project solutioning. 

The long history of IT methodologies (waterfall, client server, n-tier, structured programming, object-oriented, service oriented, agile, microservices, serverless) can be seen as attempts to harness change.  Success is still elusive.  These methodologies and tactics help, but they  are not the  answer.

There are two primary reasons for the  misalignment  - understanding change (points of agility) and solving the wrong problem.

All change  is not the  same.  There are changes that have been traditionally challenging (as laid  out in  the  Methodology  - Points of Agility) and changes that  are new or unanticipated.

Before undertaking a major  transformation, we did an analysis  of all changes (performed, requested, analyzed) over the  last  20 years. It showed  by  far the  two most  difficult requests are two of the most common.  Changes in database and  "state" (codified) are two types of change where organizations were most challenged.  The problem is they have a great scope. The coding is easy; the analysis  and testing are the  issues.  Even when this is  mastered (or handled with AI), transformation requires enterprises to simplify change through  configuration  and empowerment.  This requires an expanded SDLC where configuration changes migrate as part  of  organizational response  or release management.

As pointed out with  the Anti-patterns (Silos -Shadow -Silver  Bullets - Shiny Objects) there is  an issue  in  the  way  technological problems get defined.  It is focused on general short-tern functionality, not consumption or outcomes.  

There needs to be a reason to  use technology.  Technology doesn't get used without purpose.  Even the most superfluous usage (watching videos  of a plant growing in real  time) can be improved. The reason to  use technology is The Right Time. Either an event occurs (I  now want to be  entertained) or a process has  reached a step where an intervention is needed.  (An event can start a process or sub-process so the first case can be thought  of as a process of one step),  

In the  Right  Strategy there are only two super-classes of consumers.  Technology  is  accessed either  by a person using a tool or a machine (bot , IoT, cyborg may be  coming, where  cyborg components may be a  highly integrated  tool).  The underlying  assumption is that  technology is used to help accomplish an outcome.  

A tool in this context (The Right Tool) is a collection of capabilities (UI/API/Services) that are combined to facilitate an outcome. All any consumer  wants is to  be successful.  This  simplifies and "personalizes" the business analysis.  It makes analysis  descriptive.  Could you do  brain surgery  if given an advanced tool?  Can you describe what capabilities the tool would need to make you successful?  To  build this tool, would require the acquisition or construction of all the capabilities required and then integrate them into an intuitive user interface (tool).   

This reveals the common problem of applying capabilities either within a tool or through an automation. There is no other use case.  It puts the focus on problem solving at the point of consumption.  

Since we are solving a common problem, then there is a "common" solution - The Right Strategy. The Universal Enterprise Architecture allows for a consistent implementation for  unique  change.  It isolates an enterprises unique capabilities into  functional domains and processes. All domains in  the  EA are products whose roadmap allows and aligns capabilities  to achieve its strategic  objectives.  

The current state of any  organization can  be accomplished by  mapping an enterprise's capabilities (many currently implemented  in anti-patterns) into the appropriate products.   The model is highly configurable to add new products (domains, processes, consumers, channels).