I could be wrong, but 20 years of experience tells me that company size has a lot to do with this.
Tiny organisms like amoeba can be simple. But as organism size increases, so too does complexity. They eventually need a nervous system, circulatory system, extra sensors, a more powerful brain to process sensory information and handle movement, motion tracking for hunting. Suddenly, packs of these animals will hunt together, so they'll evolve communication: signals, sounds, language...
Well, if you're a 4-person start-up sitting in the same room, decisions can be made quickly, you don't need departments, managers. But as you grow your need to be extremely careful that you build a nervous system, circulatory system, sensors ... "management brain".
The biggest failures in ops aren't "who does X?". It's about creating right-sized teams that own functions that are important enough to have specific owners. With further growth, certain functions get more complex, and suddenly you might need dedicated network, database & security teams. And if it gets huge, then you probably need to need multiple copies of those specific functions embedded inside large subsections of the organisation. And they all need to communicate effectively with each other. It's a constant dance. You can't make a single rule and just stick rigidly to it. You need to keep tabs on complexity, workload, morale, lead times. You need to be ready to refactor your teams.
When I hear stores like "it was taking 8 weeks to get a DB provisioned" I think "if that company makes it to IPO and the CTO gets a few $100M, there's absolutely no justice in the world".
Tiny organisms like amoeba can be simple. But as organism size increases, so too does complexity. They eventually need a nervous system, circulatory system, extra sensors, a more powerful brain to process sensory information and handle movement, motion tracking for hunting. Suddenly, packs of these animals will hunt together, so they'll evolve communication: signals, sounds, language...
Well, if you're a 4-person start-up sitting in the same room, decisions can be made quickly, you don't need departments, managers. But as you grow your need to be extremely careful that you build a nervous system, circulatory system, sensors ... "management brain".
The biggest failures in ops aren't "who does X?". It's about creating right-sized teams that own functions that are important enough to have specific owners. With further growth, certain functions get more complex, and suddenly you might need dedicated network, database & security teams. And if it gets huge, then you probably need to need multiple copies of those specific functions embedded inside large subsections of the organisation. And they all need to communicate effectively with each other. It's a constant dance. You can't make a single rule and just stick rigidly to it. You need to keep tabs on complexity, workload, morale, lead times. You need to be ready to refactor your teams.
When I hear stores like "it was taking 8 weeks to get a DB provisioned" I think "if that company makes it to IPO and the CTO gets a few $100M, there's absolutely no justice in the world".