My intention wasn't really to bash on Martin Fowler, the problem is much wider than that, and he is certainly not the worst example, just happens to be the OP's subject.
Let me end by quoting MIT software engineering professor Daniel Jackson, I think that he pinpoints the essence of the problem beautifully (in his book "Design by concept", where, BTW, he credits Martin Fowler's book "Analysis Patterns" influence):
In my work as a consultant, I've been involved in discussions about future products and strategic directions, usually under the rubric of "digital transformation". Companies may be keenly aware of what they're trying to achieve (better customer experience, increased customer engagement, differentiation from competitors, etc), but much less certain of how to do it, and especially how to explore new posibilities and get results and feedback quickly. Too often, the options are cast in terms of technology adoption (selecting from the latest shiny new things, whether mobile, cloud, blockchain, machine learning, Internet of Things, etc). These technologies may have great potential, but they are only platforms, and choosing one with the hope that it will transform your business is no more plausible than expecting such an impact from the adoption of a new programming language or web application framework. A better approach is to focus on functionality, which is the source of real value.