Replying here because GP makes a good distinction, and your point still holds.
I would point out that there are a few alternate models:
1) You use the maintenance headcount to build, and you just build that much slower.
2) You have an org that wants to stay the same size and move from project to project. In that case, some subset of your staff, are, at any one time, revisiting old projects for updates/maintenance, and some other portion are working on building a new thing. This is probably the strongest paradigm, because you can leverage common platforms between solutions.
Unfortunately, of course, either of this is at odds with the current approach to business/capital, in which once an opportunity emerges, everything is thrown at it as quickly as possible.
I would point out that there are a few alternate models:
1) You use the maintenance headcount to build, and you just build that much slower.
2) You have an org that wants to stay the same size and move from project to project. In that case, some subset of your staff, are, at any one time, revisiting old projects for updates/maintenance, and some other portion are working on building a new thing. This is probably the strongest paradigm, because you can leverage common platforms between solutions.
Unfortunately, of course, either of this is at odds with the current approach to business/capital, in which once an opportunity emerges, everything is thrown at it as quickly as possible.