This is a great look at the aftermath of a management fad. Too often these management trends - like bleeding edge technologies - reach a certain point in the hype cycle and become a way for new managers to make their mark on an unwitting organisation.

As an individual contributor, the level of adoption of any management technic and/or philosophy is a great signal for how conscientious the management team is. Although fads come and go, they do tend to have applicable lessons, and it is good management that is able to filter out what is fit-for-purpose vs just cargo cult-ing and parroting whatever they read in a blog post.

I find it interesting that while developers have to memorise patterns, algorithms, and essentially prove base knowledge, that the same level of academic rigour is rarely applied to managers.

Managers can jump on the Spotify Model without appreciating that it's just a rebrand, or to be generous - tech-centric remix, of matrix/cross-functional team structures; thus missing out on understanding when such an approach would be useful and the support that is needed to make such an organisational structure work.