I still remember when my previous employer has lost domain for like 3 months. Boss and his business partner have setup company and I have joined later. Business partner left.

- I was trying to figure out who have access to domain X? It is not on AWS and by whois it is under some random registrar in Europe. I got just shrug from boss. Everything works so why bother?

- After 3 years of scratching my head and try to repeatedly get it to attention we finally lost the domain (card probably expired), everyone is panicking, because emails has stopped working, so email based 2FA are not working either which has cascading impact on all services. And I am just raging in my office because I was trying to prevent this situation for 3 years to no avail.

- The European registrar did not cooperate at all. We have offered them good chunk of money, no response (weird?), eventually domain got moved around and reregistered by various bots and domain companies and I was able to get it again via domain backorder.

I have left shortly after because this was just ridiculous lack of care with good amount of reactive behavior as a cherry on the top. My take away from this is that you can't change the culture. If top is bunch of sloppy clowns, whole company is going to be the same.

> My take away from this is that you can't change the culture

I've seen the culture changing in some special circumstances a couple times in previous companies, and honestly all of them were ugly: 1) Demographic replacement (having more people saying yes and out-vote the legacy employees)

2) Hired guns from the top to the bottom to shake the system (we called in a company those managers "007" because they used to have licence to fire).

3) Non-compliance stable as a discipline method for the "legacy employees" (very adopted in Central Europe)

4) "Train-your-replacement" as a coercion method for collaboration

5) Some modified version of the "madogiwa-zoku" but instead of looking to the window, they push people to go for the "metawork," like organizing events, being a developer advocate in conferences, assuming roles as "community managers," or being used as a "donkey token" to be used in conferences or panels of "_______________ in tech."

>And I am just raging in my office because I was trying to prevent this situation for 3 years to no avail...... My take away from this is that you can't change the culture.

This happens a lot in large company. And isn't just a singular case or a company, but any organisation or even countries. Just look at governments around the world.

You cant help those who dont want to be helped.

The biggest problem of any problem is people dont think it is a problem.

And may be controversially, you cant stop the pendulum from swinging and change its direction. The only way to fasten the cycle is to help it swing to its extreme before it swings back.

>>If top is bunch of sloppy clowns, whole company is going to be the same.

This happens so often at big companies as well. Management is always assumed to be correct, and the pay grade argument always kicks in(They are paid more because you are beneath them). And this starts to show up everywhere. You can't take any initiative without sanction from the top, and they are often clueless as to what the ask is. Most of the times its rejected just to assert authority, and not on the grounds of merit.

Top bosses are also very envious and proactively trying to kill rising talent out of fear- people better than them, will replace them. To that end no good thing ever happens, if you push too hard you will be eliminated in interest of self preservation.

So by and large no good thing is ever suggested, or tried or happens. Eventually until whole business(es) die out. This happens in every company, no matter what companies claim about hiring, retaining and promoting talent. This is just how every place works.

No real sysops there?

This, many times this. If you encounter pushback from everywhere – leave, don’t spend your life energy fighting bullshit.