> The idea of a single entity being responsible for development, operations, observability, and support is flawed from the start.
Why? I have seen this done successfully at my work time and again.
I've just switched to a company that has this separated out and the chaos is unimaginable. what's even worse is that everything is a finger-pointing exercise. devs can't ship their features because they have to fight (or wait) for DevOps to set up things. SRE is trying to add observability and is swamped with 18 teams having services in different tech stacks. Service health is basically non-existent. If someone tries to set a standardized process, then 'how dare you suggest anything outside of your domain?'. Everyone seems to focus on what they think is right and are rarely convinced by others. Worst, not even a tiny bit taking seniority into consideration. not saying seniors know it all better, but the one or two things they have seen are fully disregarded.
At FAANG at least, each team has full ownership AND responsibility across all dimensions. But the good thing was that the people knew that and if anything went wrong, then business was asking hard questions and service teams (product, ux, engineer, sometimes science) had to explain and potentially pivot their processes. which was easy, because everyone was pulling on one string together.
> That’s not a one-person job
Correct, that's why you are working as a team on all these things together.