In my experience PMs are not rewarded for good product, but rather a mix of shortsighted metrics and whatever their VP/senior person has on their personal agenda. At big companies, employees are often not even using their own products. The corporate ladder is all that matters.
Obviously that’s not unique to the PM role, but seemingly more prevalent. I think it’s an effect of the rootless roaming you get when you spread people thin over large areas, and don’t have clear ownership and responsibility – which I think is a prerequisite for (the good kind of) pride.
But overall, yes, it’s definitely a structural issue with the organization at large. Clearly, when it’s gotten as bad as in this case.
Obviously that’s not unique to the PM role, but seemingly more prevalent. I think it’s an effect of the rootless roaming you get when you spread people thin over large areas, and don’t have clear ownership and responsibility – which I think is a prerequisite for (the good kind of) pride.
But overall, yes, it’s definitely a structural issue with the organization at large. Clearly, when it’s gotten as bad as in this case.