Earlier quoted context omitted.
The thing is that any separation in the roles in ineffective. Things shift around some if you embed an ops guy into the dev team directly, but it doesn't resolve the core problem. This applies to DBAs as well as ops or any other software-side segmentation as well. The core problem is that there are "ops guys" and "dev guys". That creates conflicting incentives, even within the same team. It creates tension and a dyna…
The thing is that any separation in the roles in ineffective. [...] The right axis for separation is hardware v. software. Any separation is ineffective except along this one particular completely arbitrary dividing line? If that were true we'd still be hunting and gathering and nothing else.
Hardly arbitrary -- hardware is fixed at the time of manufacture. Hardware engineers should be well-acquainted with software concerns and needs, but the years-long feedback cycle and real expenses associated with hardware development creates a natural barrier for work separation, requires different work cadence and much more stringent processes, etc.
This is not to say that a good hardware engineer shouldn't contribute to software and vice-versa, but it is to say that the roles are sufficiently divergent that it makes sense to place them in different segments. That is not the case with anything this side of the operating system, as far as I'm concerned.