One of the biggest challenges in tech is getting people to work on the items in the @jnewland Magic Quadrant of important but uninteresting work. Jesse presented this model years ago and I've used it ever since to describe this phenomenon. 
If you want to know why ops folks seem grumpy a lot, this is a big part of it. "If nobody owns it, ops owns it" is one of my favorite lines. This is one reason I like the "you build it, you run it" model of product ownership so much.
The SRE model also does a good job with SLO/SLI and error budgets. If you don't have strong feedback loops from production to help product teams value reliability, it can be difficult to even recognize important. If the problems are also uninteresting, you're basically doomed.
If you have a small number of folks who are always doing the uninteresting and important work, you have a large problem. You may have inadvertently built a hero culture that is abusing your people.
The goal isn't to get SOMEONE to care, the goal is to get EVERYONE to care.
The goal isn't to get SOMEONE to care, the goal is to get EVERYONE to care.
