The point of SRE is to have a team dedicated to scaling/resilience to balance the tension between product pushing to ship features.
If SRE cannot throttle the release cadence or fix bugs or change architecture in binaries, it's not really SRE.
> The point of SRE is to have a team dedicated to scaling/resilience to balance the tension between product pushing to ship features.
Sounds like a cultural issue. Google should look into that.
It's still something everyone can theoretically learn, of course, and someone who works in that role is most effective by instilling those disciplines in others as they go, and making everyone successful.
You didn't look around very hard then. I acknowledge that certain areas of the company can consistently use subsets of a role, so you may not have encountered it personally, but your view is definitely wrong about the role in the company as a whole.
Easier to shit on people and things with hot take then actually have a grounded and coherent argument or realise that different companies/teams have different constraints, problems and environments they operate as well as different solutions.