I think you've hit the nail on the head. In a previous job I tried to outsource "DevOps" to Rackspace, only to learn the hard way that if you can outsource it it's not DevOps—_increasing_ siloization is the antithesis of DevOps. But this is also the point where I think SRE is most compelling. Rather than trying to build an organization around "you build it, you run it", SRE recognizes the need for specialization while deliberately striving to align incentives between the various parties via SLOs.

This summer I finally hopped over to the DevOps side of the house as a manager, having always been a software engineer. My mandate from higher ups is to reform the team to start practicing SRE, but I think it's really more about reforming the whole organization. In every way possible, I'm trying to build a team of people willing to "be the change" like you say. But I also hope that SLOs, as a formal way of agreeing on priorities, will grease the wheels a bit.

> And often, it's not a technical solution.

Absolutely. In my experience, it's almost never technical. If you can structure the collaboration so that correct incentives apply, any technical solutions required come naturally.

(I wrote about my Rackspace experience here: http://zephyri.co/2016/can-devops-be-outsourced/)