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If one of the most successful engineering organizations in history attributes part of its success to capable management, that undermines simplistic narratives where management is inherently the problem and engineers would naturally thrive if left alone.

If anything, the Bell Labs example supports the idea that exceptional outcomes require both strong technical talent and strong management working together.

Not saying the "MBAs" are helping the situation, but the hero developers and their resume driven development practices aren't exactly angels either.