The biggest problem within the DevOps space is that companies create DevOps teams to build and maintain the platforms associated with software development. This helps reduce expenditures because they can consolidate licensing and subscriptions.

These DevOps teams then help the development teams utilize these systems. In the cases where the development teams are eager to use the platform, have engineers with the capability, and the time, this works out to be a consulting relationship.

In my experience this the best model if you can get it. Sadly, it is also only 1% of the teams you are dealing with.

Yes. A very small percentage, maybe not as small as 1%, actually take the time to learn the build, deployment, secrets management, provisioning, database management, logging, and runtime environments they are required to utilize. It does sound like a lot to take in if you are not familiar with it.

To combat that problem DevOps teams will embed engineers on the development teams to handle the influx of tooling. That means there are a lot of people doing mainly the same things across a company.

To combat this the companies will rotate the DevOps engineers between teams. That gets things moving but there is approximately 0% knowledge transfer. They just get tickets like everyone else.

This is the problem. DevOps oriented people get better at DevOps and development teams get worse. There is no growth and the culture stagnates.