I'm trying to introduce SRE as a practice in to my organization. We don't have anywhere near the safety requirements of aviation or medical or power generation software, but our operations do affect thousands of people around the world.

Getting people to understand that SRE is a code of practise and an overall approach has been very difficult, even with the so-called "QA" team, who think their job ends when the latest upgrade is deployed.

We do work in public transport, and the best solution I've found so far, is when they say they're "done", I ask them whether they are willing to stand at the railway station at peak hour and explain to passengers why they can't get home on time (or to work).

The usual result is that they go away and think about it and there is more testing done. But getting that to be a standard approach and way of thinking is very difficult, especially when product owners and project managers are only focussed on the next milestone/payment.

The thing is that you end up having to be very process heavy. From an efficiency, rather than safety perspective, I had an offer from (and interviewed with--in that order) Boeing many moons ago. The thing I remember from a long-ago dinner after that interview was a guy who had spent a couple of years on some design tweak that saved some fraction of a percent on fuel consumption. That's the sort of thing that most engineers do in aviation (where it's perfectly appropriate).