I find that an uncharitable take to assume lack of usefulness.
It’s more likely literally what the author says - getting engineers onboard for something they themselves didn’t choose is difficult. I’ve been in the same position - lots of buy in from leadership / solving a real problem and providing real value. Then it takes months to implement due to having to corral a dev team who simply doesn’t care about your integration.
Whereas i find that rather uncharitable towards the customers' engineers!
The tone here suggests deep misalignment of leadership and ICs. How can you end up enthusiastic about a direction at leadership level and have the ICs "not care," in a functional organization? That's a rhetorical question.