alt Hacker NewsIt depends. In the situation where an Ops team has become stuck in firefighting mode, that's something which is often painfully obvious to the rest of the org. And, in that case, it's possible to make a good case for deliberately reorienting towards strategic rather tactical work.
Blocking out, say, 2x2 hours each day for "problem management" (fixing root causes of recurrent issues) becomes easy in that situation, with no subterfuge needed. Alternatively, you can nominate part of the team to be either on-call or entirely dedicated to incidents, shielding everyone else who can be dedicated to strategic work full-time (obviously, you need to do regular rotations).
The team themselves often need help in adjusting to that (firefighting can make you feel like a hero so, although stressful, it can be addictive). Blocking out specific timeslots can be helpful from this point of view, too - incidents often seem a lot more manageable if they're not crashing in on top of you at unpredictable intervals.
My favorite example of the heroic engineers are "helicopter" engineers who fly in, "solve" the problem at the expense of something else being made much worse. Usually getting the accolades of upper management.
Then the heroic engineers get promoted and then learn that they can use their weight to shove others around. Meanwhile the ICs that had to do fire drills to make crap happen don't typically get anything out of it, other than watching some manager that shoved them around get promoted.