It appears that outside our bubble software-work enjoys such a low status that management does not possess, or admits to possessing, any technical competence. This is in stark contrast to engineering or manufacturing companies, where engineers make up the highest levels of management and also adjacent areas like running the factories, and generally management prides itself with being hands-on, dropping knowledge and walking through the shop floor frequently.
In an agile environment (the most common structure in software development) the professional class of scrum masters and analysts are often non-technical, and management is sparse and hands-off (teams are "self-organized"). Key technical decisions are relegated to senior individual contributors, allowing for CV driven development, cargo culting, and bad habits. Stories of a Microsoft VP who files a bug report and points out the line of code where the error occured could never have happened anywhere where I worked.
In an agile environment (the most common structure in software development) the professional class of scrum masters and analysts are often non-technical, and management is sparse and hands-off (teams are "self-organized"). Key technical decisions are relegated to senior individual contributors, allowing for CV driven development, cargo culting, and bad habits. Stories of a Microsoft VP who files a bug report and points out the line of code where the error occured could never have happened anywhere where I worked.