Number 1. In a team of 20-30 engineers there is only one extremely god "why is he with us" engineers who is great at technical stuff and being a people person. However, no matter how nice he is his approach to his job, it is a job and I will only drop hints how the management should be done. He doesn't care about where the company is headed because he plays video games, has a family and has a literal life. He doesn't care about management and taking on undue responsibilities. Moreover, the people up to has a label for him as an "engineer" does not see as a "manager".
For the rest of the engineers and managers, have also adopted the approach of "not my problem", you see a bizarre communication gap. Engineers working closesly with the product don't want to talk to their managers, becase the conversation goes like "if you know this so much, why don't you.... <a description of something results in more work that goes outside their JD>" and managers don't want to talk with engineers because "if you are you so interested, why don't you.... <a description of something results in more work that goes outside their JD>"
From this progressive distance between managers and engineers comes the "manaegment consultant". Management consultant have the upper management given flexibility of going back and forth between engineers and managers. They can have conversations with full flexibility but they are not bound to "why don't you...." phrases. They can talk with anyone and submit a report and take home 1 years worth of salary of managers/engineers in 1 month.
The conversation gap between product and business where management consultants come in. And the funny thing is that, management consultants target those "I don't want to but I should" work things and report to the upper management. They can do this so well, because they are not burdened with the "work" part.
Seriously, if you do some introspection, you will see there is plenty of things you know your company should do, but you don't want to voice them because it results in more work and in fact more risk. There comes a "good" management consultant who will discover those things and report to upper management who will create the system to get those jobs done.
That is my pitch if anyone wants a management consultant hire me. I am going to tell them why their company sucks in 20 different ways with 18 of those points being generated by ChatGPT.