Recently hired as team lead/manager, team seems somewhat dysfunctional.
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72 hours of production downtime is /insane/ to think about and with such a brass attitude coming from the team as well.... I'd be inclined to go to the board and ask for additional funding to start a new team/begin knowledge transfer ASAP and start winding down the old team. I'd be curious to know why the CTO's isn't being grilled about the downtime and if they even have a CAPA process to prevent this from happening again?
Additionally, one of the commenters in the thread also points out just how important devops as a /culture/ is compared to just treating it as something to be bolted on at a later point in the organization life. I've worked with too many devs that seem to think their involvement ends when they throw the code over the proverbial "devops fence".
I have had to do this in a few roles.
I dont understand the “break fast and fix things” approach for a lot of companies.
For me uptime and security are king. Id rather maintain a reliable cadence over just invoking chaos. Especially when everyone is siloed. It becomes managements role to ensure rollouts are planned so outages can quickly be troubleshot or rolled back.
Now i dont work for a company like netflix. But discipline can scale in my opinion. There is a fine line between paralysis by analysis and break fast and fix.
But if the devs are making below market rate, and their compensation is unrelated to the business' performance, it's a little unrealistic to expect them to be going above and beyond for on-call duties.
Yikes.