Agreed. That's the sort of rework that I think can be avoided by a good partnership between the PO and the stakeholders in the nascent stages before physical work begins.
I guess the reason why this happens is this weird psychological block in people's minds that software is totally mutable and flexible and therefore can change to whatever you want it to be, even after the fact. You'd never go into that mindset when building a physical structure, but the amount of re-architecture required to enact such changes in software can be just that monumental.
I was able to break the impasse and build trust by getting PO to agree to architectural deliverables in a sprint. He was skeptical but with some sort of defined behavior for acceptance he was OK with it.
Saying "ima go build a framework for this, back in a couple months" is usually a non-starter.
Also from reading this thread I am still convinced that you cannot jam process down people's throats and there is no single solution. What you can do is create a tone deaf hated ass-backwards process that make people quit the company.
I guess the reason why this happens is this weird psychological block in people's minds that software is totally mutable and flexible and therefore can change to whatever you want it to be, even after the fact. You'd never go into that mindset when building a physical structure, but the amount of re-architecture required to enact such changes in software can be just that monumental.