According to @RSessions, "IT Complexity is a tax paid by everybody that benefits nobody."
Well not quite. @neilwd lists a few exceptions: vendors, integrators, analysts.
Roger's mission to eliminate complexity is fraught with two major difficulties. First, the number of powerful stakeholders who appear to benefit from complexity. Neil mentions a few obvious ones.
And second, the wide range of factors that cause complexity. Some forms of complexity may be justified in terms of requisite variety. Some forms of complexity emerge from a history of decisions that made sense at the time. And some forms of complexity may actually be caused by clumsy or one-sided attempts to eliminate complexity - for example, arrangements to protect one party in a procurement contract (especially in the absence of trust).
@patrickdlogan offers an analogy for IT complexity - the levees in New Orleans: no budget to fix them, but just enough budget to work most days, make more complex. Roger replies: Good analogy. But unlike most IT projects, the New Orleans' Levees worked at least for a while.
Actually, most IT projects work after a fashion. Where IT projects are regarded as failures, this is usually because something has gone wrong with such factors as cost and quality (value-for-money). One of the lessons for IT from Hurricane Katrina is about the ability of a large integrated system to withstand unexpected events. See my posts on Efficiency & Robustness 1, 2. See also my post on Processing New Orleans mail after Katrina.