It is a legit complaint, but I lacked both the influence and the authority to get members of other teams to step up, and honestly that wasn&#x27;t my job (not being their manager).  And when there were outages operations had to be there to resolve issues because other teams had, for example, not formalized their on-call rotation.  And yet the service needs to remain running and available.<p>This is why I said it has to be the goal of the entire organization.  If 6 months in you are tasked with being involved with deployment and live maintenance of your code, you&#x27;re welcome to leave the company because it&#x27;s going in a direction you don&#x27;t agree with.  Don&#x27;t be shitting on the operations team because <i>they</i> didn&#x27;t implement some VP-read-in-a-book version of DevOps.<p>You know, there&#x27;s a lot of talk about how &quot;lack of culture fit&quot; isn&#x27;t a legit reason to reject candidates. While it is often used as a catchall rejection, there <i>are</i> things such as fitting into the organization&#x27;s processes and having views that are compatible with the rest of the team that legitimately fall under the &quot;culture fit&quot; evaluation umbrella.  If you&#x27;re joining a team that has successfully done waterfall for a long time and doesn&#x27;t have the problems that are traditionally associated with the things that agile can fix, sorry, you&#x27;re not going to fit in and you&#x27;ll most likely get resistance to change.  If you&#x27;re used to throwing code over the wall to operations to deploy and you&#x27;re joining a team that takes a more distributed view of responsibility, you&#x27;re not going to fit in either.