This is why in many corporate cultures it pays not to proactively stop a problem that you know how to fix if the problem is not in your immediate problem area. Let it be noticed, let it become someone else's emergency, then fix it. Much better path to a reward that way. Of course, you should also be planning to leave said organization, in the long run it won't do well.
I wouldn't be so sure. As an employee and team member, you'll be better perceived if you do your share of performative firefighting every one in a while. I wish it wasn't true, but it usually is. (Though at remote teams, it's less and less true, with the remote teams I was on, nobody really cared).
"wow, last week we had such nasty bug, impossible to track down, also caused production reliability issues. Tom stayed up all night, and finally pushed the fix at 3 in the morning."
Now, if you then say that it wouldn't have happened if 1. Tom didn't overcomplicate the system, 2. Tom learned our tools properly, 3. Tom actually understood the requirements and at least tested his changes at least once manually, 4. Wrote good code so that it's easy to troubleshoot 5. Wouldn't have forced a rushed PR review together with the product owner.
This is why in many corporate cultures it pays not to proactively stop a problem that you know how to fix if the problem is not in your immediate problem area. Let it be noticed, let it become someone else's emergency, then fix it. Much better path to a reward that way. Of course, you should also be planning to leave said organization, in the long run it won't do well.