I suspect what you are really lamenting is the effects of poor leadership that does not grant a "product manager" (which is really a misnomer) the authority and autonomy to be a "product manager".
As you imply, that role is really more a director role, not a manager role. A manager managers, a director directs, including the vision and product market fit. Most Product Managers I see do not have that authority at all, and at best are constantly having to convince "leadership" like some door-to-door salesman, rather than simply updating leadership in an advise and consent format.
As you imply, that role is really more a director role, not a manager role. A manager managers, a director directs, including the vision and product market fit. Most Product Managers I see do not have that authority at all, and at best are constantly having to convince "leadership" like some door-to-door salesman, rather than simply updating leadership in an advise and consent format.