I'd +1 incentives, primarily P&L/revenue/customer acquisition/retention, with a small carve out for "culture." I've worked places, and for people, where the culture was to "do the right thing" or focus on user experience as the objective which influenced decisions like paying more (time and money) for better support. For the SDEs and line teams it wasnt about revenue or someone yelling at them, they just emulated the behavior they saw around them which led to better observability/introspection/reliable/support. Which, of course, we'd like to believe leads to long term to success and $$$$.

I also like the call out of SLOs (or OKR or SMART goals or whatever) as a mechanism to broadcast your priorities and improve visibility. BUT I've also worked places where they didnt work because the ultimate owner with a VP title didnt care or understand to buy in to it.

And of course theres the hazard of principal agent problems between those selling, buying, building, and running are probably different teams and may not have any meaningful overlap in directly responsible individual.