> This is the macroscopic outcome that also play out in a company microcosm - people who _prevent_ disasters and fix problems _before_ they occur get no credit, and on the balance sheet it looks like they're just a waste of resources.

https://en.wikipedia.org/wiki/Preparedness_paradox

> On the big scale, like in gov't, the disasters that did not happen […]

Michael Lewis (of The Big Short fame) has two books on the things that government(s) do that no one else (often) can, either because they're too big, too expensive/unprofitable, or a co-ordination problem where it effects many actors simultaneously:

* https://en.wikipedia.org/wiki/The_Fifth_Risk

* https://www.penguinrandomhouse.ca/books/788713/who-is-govern...

> This is the macroscopic outcome that also play out in a company microcosm - people who _prevent_ disasters and fix problems _before_ they occur get no credit, and on the balance sheet it looks like they're just a waste of resources.

This is one of the more frustrating things working in SRE/ops/infra. Yes, if you have really good metrics and monitoring you can show to some egghead exec that might care that your numbers are improving - but lots of times that visibility doesn't exist, or no one cares very much. I've been advised more than once in my career to just "let it break" so when I come to fix it after I had warned about it breaking, it makes me more visible, when I easily could have prevented it in the first place. This mindset is rampant, in my own career anyway. I think it's really idiotic.

I'm looking forward to 2038.

After all, Y2K came and nothing happened. What a hoax! /s