>I also learnt to only become as involved and care as much as the customer. If they aren’t willing to go that extra mile then why should I? There was probably

>I also learnt to only become as involved and care as much as the customer. If they aren’t willing to go that extra mile then why should I? There was probably a good portion of that army of ops and developers that felt the same way. And even if you can move mountains to point fingers and clean out all of the bad people, train the average ones, and keep the good ones around, you will likely get little compensation out of it, so no one does that. Even then, it's hard to blame incompetent people getting jobs and holding on to them. There's a lack of standards for skill and training so naturally people slip through the variety of bespoke vetting processes that companies come up with. There's also some economic reasons why people hold on to jobs for far longer than they should, even if they know they're bad at it. Large amounts of bad complexity slowly erodes morale, but bad decisions like this one can set it on fire. Accruing bad complexity may not have any solid failures to trigger reassessment, which is why it often becomes a problem and stays a problem. It's an obvious problem for new people with fresh perspectives, while incumbents might have gotten used to it.