So they had a team of SWEs who knew the system they were responsible for was absurd, but they weren't able to adequately explain that to the senior management folk who came from that DCOps culture and held asset management & configuration tracking to be paramount. The uniqueness was seen less as an inherent property, and more as a constraint that needed to be enforced.

My team of DevOps-y proto-Platform Engineers struggled with the org's culture in similar ways, so I had a lot of sympathy for the situation they found themselves in and how they were handling it. I believe their Zookeeper-based system was intended to be more of generic lightweight config registry which would eventually have replaced the gigantic SOAP-based CMDB nightmare - basically Consul a year or two before Consul existed.

The reason why they struggled to get it into production was that it would have been so obviously useful that they kept having additional requirements and use cases forced into their "MVP". That sort of scope creep, driven by tech leadership wanting to make their mark on a successful project, is also pretty common in large orgs.

The validation was long running, as it required checking two other services to confirm both of the numbers were OK.

Because of issues calling those services, instead of two nasty synchronous calls, it turned into calling a microservice asynchronously and using a callback. Then that microservice was owned by the team that owned those two other services.

Don't underestimate the power of Conway's law.