orgs that have on-call engineers that aren't part of the operations and infrastructure come with all the other associated management and strategy problems; seeing how effective orgs work, how they test, how they release, how they manage faults, how they grow and what instruments and strategy are successful is so simple and straightforward it's mind blowing the general pattern of on-call exists; until you see the people making those decisions then the strangeness becomes how did that person end up in their decision making role given how inconceivably misguided all their strategic comments becomes. I once asked the head of engineering how to get teams to work together and he didn't have an answer--and he also had on-call. It's really strange working in technology, you'd think there were actually intelligent people leading this space. Instead it's more a simile to religion, politics.