IMO it's when the incident response and readiness practice imposes a direct backpressure on feature delivery that you get the issues actually fixed and a resili

IMO it's when the incident response and readiness practice imposes a direct backpressure on feature delivery that you get the issues actually fixed and a resilient system. if it's just the engineer while product and management see no real cost then people burn out and leave. > The most successful teams I've seen treat on-call like a leading indicator - every incident represents unpriced technical debt that should be systematically eliminated. Each alert becomes an investment opportunity rather than a burden to be rotated. 100%