Re: "enterprises are confused as to how to use Docker in real production scenarios"
The majority, however, are just fumbling around, toying with the tools, trying to wrap their heads around how to get that stuff into production in a useful way.
What about " desperate to get stuff done without having to undergo IT procurement water torture"?
Over the years it has become apparent to me that in any large corporate, the entire business is in a lifecycle that comes to a slow close when the support functions (procurement, finance, HR etc - even IT) become progressively more powerful and less accountable, less responsive to their internal customers' needs. Then, in the name of efficiency and low cost, the support functions suffocate the business with byzantine delegated authority requirements, bureaucratic and unresponsive hiring and reward policies, procurement processes that take forever and then award contracts to charlatans that the business/IT managers wouldn't have allowed even to be considered, given the chance.
So as far as I can see, Docker and Cloud are IT-specific means of bureaucracy evasion, trying to avoid the "process sclerosis" of increasingly authoritarian support functions. Things are not better, maybe worse if you've outsourced your IT infrastructure, because bastards like HPE take forever to deliver anything, and it costs the earth, so you either have the water torture, or get pillaged by your outsource "partner", or both.
So I'm in favour of cloud and the like, even noting the security concerns. Sadly, evading the bureaucracy doesn't make it go away, and it continues to throttle the business around which it has grown. And eventually the company ends up like Motorola, General Motors, Nokia phones, Microsoft, HP and many other dinosaurs that have or are disappearing up their own arse.
If Nokia Phones is 100% death through process sclerosis, my own employers are about 85%. The screams of pain from the business have reached the main board, but they've still not woken up and understood that every man-jack in HR needs dismissing now, that the Procurement teams need to report to the MD of the business unit they support, that IT and Finance need to have generous employee incentive schemes that are at least 70% reliant on the performance assessed by senior managers in the supported business, not within their own silo.
The bizarre thing is that there's so much real value in good, responsive support services. But rather than recognise that value, the business focuses on cost, and then these support services hinder the business and even each other.