Fully embracing a DevOps culture usually requires individuals and teams to make significant changes to how they work, and therefore requires buy-in at the highest levels of the organization.
A grassroots effort can be, and often is, an important starting point for getting management and executive-level buy-in for a DevOps transformation. Often the most compelling argument in favor of broader DevOps adoption is when a few individuals or small teams adopt a DevOps approach and begin demonstrating success.
The high levels of autonomy and trust that are typical in a DevOps culture can be difficult to cultivate if there is a history of conflict between any of the individuals or teams involved. The more siloed the teams were before attempting to adopt a DevOps approach, the harder it will be to build connections.
Change is hard. Even in environments where there is a high level of harmony between the existing individuals and teams, if the benefits of change aren't clearly articulated and understood, it can be difficult to drive acceptance and willingness to put in the work.
Understandably, organizations with a strong engineering mindset often jump immediately to tools and technologies to solve business challenges. Yes, there are tools and technologies that can help your organization transition to a DevOps approach. But changing tools and technologies without changing the culture is often called “cargo-cult DevOps” since it changes the facade without addressing the weakness in the foundation.