Type 2 fun is a perfect example of the fading effect cognitive bias.
Fading effect bias interestingly causes the emotion associated with negative event memories to generally fade faster than the emotion associated with positive event memories.
You can show/hide terminal windows with a hotkey natively using iTerm2.
Under Preferences > Keys > Hotkey I've set the system-wide hotkey to option+space which means if I need a terminal, I can press those keys and have iTerm pop up over my active window.
Pressing them again hides the window and brings focus back to the previously active window which has been great for productivity.
Boxen (https://github.com/boxen/puppet-boxen) used Puppet to achieve this. It worked, but it was quite opinionated and of course you needed to know Puppet so the learning curve was steep. It's since been superseded by Homebrew which I find is a far better experience.
This is where the maxim of open source being 'free as in puppies not free as in beer/lunch' comes from.
I started my career in open source and still strongly believe in FOSS tenets, but enterprises are looking more to de-risk their projects and platforms.
Risk is reduced when you have a vendor you can hold accountable for issues in the product, hence making proprietary solutions (and sometimes open source but wrapped in enterprise support solutions) the only viable choice for a business.
I am sure large companies have that lever: I know of a large multinational company (around 150,000 employees along all contintents) that moved from SuccessFactors to Workday. Those are huge contracts.
Reasons for switching contracts can be numerous, and, from my experience, the level of support and quality of the actual application is rarely one of such reasons.
Yes, custom B2B support contracts that deviate from the terms of support that everyone else gets is not unusual.
For example: a large organization might get a "Microsoft Custom Support Agreement" if they want to get security updates after the date that MS stops providing security updates.
As with any negotiation, if you have leverage (i.e. dollars), you can negotiate.
While I understand and generally agree with your points, I do find the idea of "holding a vendor accountable" to be more of a philosophy than something I've generally witnessed happen in real life. At some point that needs to stop being weighed on the scales when doing "build vs buy" math for any but the largest companies or most attentive vendors.
