> The C-level folks seem to think they are buying some kind of indemnity with these "enterprise" grade solutions, but there is no such thing.
Something you need to understand about executives, is that they're not really individual God-like figures ruling the world; at the end of the day they answer to their CEO, to their Boards, and want to look good to executive recruiters who might consider them for a C-level role at a larger company for higher pay; and a good many of them lead not-so-affordable lifestyles to keep up appearances among aforementioned folk and might be worse off in their personal finances than you.
All of which is just to say - "nobody got fired for buying IBM." It might be tragic, but going with peer consensus is what helps them stay with their in-crowd. The risks for departing from the herd (holding up deals on compliance concerns, possibly higher downtime for whatever reason, difficulty of hiring people who demand cheaper salaries but already know an Industry Standard Solution) are too high compared to the potential benefits (lower total cost of ownership, increased agility, better security/engineering quality, higher availability assuming for the sake of argument that is actually the case), particularly when increased agility and better quality are difficult to quantify, higher availability is hard to prove (Okta and peers don't exactly publish their real availability figures), and the difference in TCO is not enough to move the needle.
It's very rare to find executives who care more about their company's engineering than their peer group - folks who care that much rarely become executives in the first place.
Something you need to understand about executives, is that they're not really individual God-like figures ruling the world; at the end of the day they answer to their CEO, to their Boards, and want to look good to executive recruiters who might consider them for a C-level role at a larger company for higher pay; and a good many of them lead not-so-affordable lifestyles to keep up appearances among aforementioned folk and might be worse off in their personal finances than you.
All of which is just to say - "nobody got fired for buying IBM." It might be tragic, but going with peer consensus is what helps them stay with their in-crowd. The risks for departing from the herd (holding up deals on compliance concerns, possibly higher downtime for whatever reason, difficulty of hiring people who demand cheaper salaries but already know an Industry Standard Solution) are too high compared to the potential benefits (lower total cost of ownership, increased agility, better security/engineering quality, higher availability assuming for the sake of argument that is actually the case), particularly when increased agility and better quality are difficult to quantify, higher availability is hard to prove (Okta and peers don't exactly publish their real availability figures), and the difference in TCO is not enough to move the needle.
It's very rare to find executives who care more about their company's engineering than their peer group - folks who care that much rarely become executives in the first place.