alt Hacker NewsSpeaking from my experience at Amazon this is not the case. Any customer impact like this would necessitate a COE (correction of errors) report, which means a list of required action items to prevent such issues from happening again, which typically suck up at least man-month of labor. Not to mention the report itself, which has to be written by a manager.
In fact, there are regular AWS-wide meetings where L10 technical staff will randomly pick and review reports from across the organization. Getting picked for one of these is not a fun experience.
COEs are such a huge annoyance for teams that they create a strong incentive to be proactive in preventing issues like this from happening. One of the rules when it comes to writing COEs is that they are not the fault of individuals but processes; but in reality, no one wants to be the cause of one.
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Having been the manager writing those reports, you can only practically find causes that are within a single team’s ability to resolve.
If you find a problem like this thread’s hypothetical, the process stops being an annoyance just to line level managers, and something that directors and vice presidents need to handle by changing strategic priorities within their organizations.
That entails a real loss of face for them, and because they are the ones who actually run the show, it would will only happen if you have one that is naïve or a masochist. In either case that moves them out of management.
Amazon is heterogeneous. So much so, that positive anecdotes and negative anecdotes are near worthless without specifying the org.
Depending on if you're a cost cutting team, fixed expense team or organization, if you're a revenue driving team, or if you're a core team, or the very many other splits you can come up about the relationship between the expense/balance sheets and the team itself...there are very very different attitudes towards COEs and leadership principles.