Funny, I thought DevOps was introduced as a way of having the specialists be part of the same team, so that the dev side would keep ops in mind and the ops side

Funny, I thought DevOps was introduced as a way of having the specialists be part of the same team, so that the dev side would keep ops in mind and the ops side would be getting dev help in automating. Creating a separate DevOps team seems like a manager reading an article and implementing without understanding. The problem in a lot of orgs is having various priesthoods that have their own goals that aren't aligned with other teams/the business. For example: - hardware purchase - software purchase - DBA - ops/infra - networking (firewalls esp) - security - HR/recruiting - business analysis - front end/design/ux/dev - back end dev - technical documentation All of these are roles and they can have specialists, but you probably want them aligned and rewarded for keeping the business running, not serving specific measurement goals like uptime, to the detriment of selling product. These priesthoods often have their own religious virtues that they espouse, like 3rd normal form or low TCO, that they pursue in absence of directions and understanding of their role in the business. It's easy to see the problem but wicked hard to prevent it or fix it. I have a small organization and it's difficult to get people really on board with a vision.