And many executives have never seen good product management. They come from professional services groups — which is all bespoke contracts and project management. Or non-software companies — where IT is squeezed as a cost center instead being the company’s main profit center. Or they play founder-as-fickle-part-time-product-tastemaker — where developers take orders directly from the CEO, buffeted by a constant stream of fresh interrupts and changed priorities. Or they’ve lived through failed-waterfall-to-failed-agile transformations — where narrowly defined product owners work in feature factories to implement poorly considered projects for non-technical business execs.
reference: (Richard Mironov, 2020)