DevOps is broken

I'm I the crazy one here? This kind of work is my bread and butter as a "devops" person. PagerDuty fires, I find the bad query, match it up with the most recent PRs to find where the n+1 got introduced and either patch it right there at 2AM with the on-call manager's approval or roll it back. Then we have a postmorterm in the morning with the team.

I'm the person positioned the best to do this work because I'm god in my little ops domain, have the most visibility and the biggest toolbox of potential fixes.

Agile teams were supposed to be composed of not just devs doing everything (quickly, because agile is about raw speed, right?) but people competent in the various aspects of the system development, potentially deployment, customer needs, etc. working together as multidisciplinary teams to meet a particular objective. The purpose of this was to break the silo that is common because it feels natural to many managers (the same sort, I presume, who don't like when their mashed potatoes touch their fried chicken on the plate).

Silos impede communication and promote the "throw it over the wall" approach to product/system development. A system engineer (or team of) made the design after sales (and possibly only sales) talked to the users. Throw that design over the wall and let the devs build it. Devs throw it over the wall to test, maybe there's a volley. Eventually it's tossed to ops. A goat is sacrificed and maybe it works.

Multidisciplinary teams are able to communicate across those boundaries because instead of the role-silo the roles are all in the same team, working (more clearly) towards one common objective. But then businesses managed to fuck it up. They got rid of test, devs do all testing now. Devs do all the database logic. There are no UI/UX experts anymore, it's all full-stack, and on and on.

DevOps was supposed to be the same. It was supposed to take that Agile cross-functional team and add in the sysadmin/operators (among other things). The critical problem being solved was the two (really more, but at the limit) silos of dev and ops failing to communicate. A Friday release with Ops spending the weekend rolling things back because Dev wasn't there and didn't even know the system wouldn't work as intended. Maybe their test environment was too different from the operational environment, the reasons matter a bit but there are too many to enumerate.

Instead, businesses did what they do best, they fucked it up. Again. They said, "Take the sysadmins and teach them to code. If they can't, dump them in the woods. The devs will takeover the world." Then they started making "devops" job listings and full-stack grew to encompass a new set of skills.

[0] https://en.wikipedia.org/wiki/Cross-functional_team

This makes a lot of sense, but you need to realize that this is only a tiny part of a successful organization. There are many setups like that which you describe across many industries that have failed reasons beyond the role definitions. It's not enough to establish the organization. You have to keep the behaviors in check over time when you hire a build engineer with different aspirations.