Cargo-culting SRE culture considered harmful.
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I don't disagree and/or I "want to believe", but the same way
@copyconstruct alludes to error budgets being rarely deployed in practice, I believe that especially for hypergrowth companies, "investments in test and deployment automation" don't yield... -
enough of "both" to offset rapid growth in engineering headcount, features, service<>service interactions, etc. See e.g.https://medium.com/@mattklein123/the-human-scalability-of-devops-e36c37d3db6a …
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and it's not that the business "can't take" it, it's that generally every request, every sale ... is good. We should want as many as possible, and we *are* the business. The common world-view that we, as engineers, just build and operate "for" the business is harmful IMO.
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I would hypothesize (perhaps a reach) that your concerns about improper corner-cutting can be addressed by having the error budget expire (so you can only bank X hours vs Y months) and setting SLA well. It shouldn't matter to stakeholders what you do if you meet your SLA, right?
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