Many developers are more passionate about technology itself – coding, solving complex technical problems, and creating efficient solutions. Their formal rewards (like promotions, bonuses, and recognition) are often tied to technical achievements. If a developer spends 40 hours on customer research, this effort might not be as formally recognized or rewarded as much as a technical achievement like developing a new authentication solution that benefits the entire team.
Shifting this dynamic is not just about encouraging developers to spend more time on product management. It requires a systemic change in how organizations value and reward.
Changing the incentive structure to be more user-centric and less technically focused would significantly impact middle and upper management roles. A shift would challenge the very foundations of their roles and responsibilities, potentially leading to a loss of control and influence.
It's likely that such changes would face subtle yet strong resistance from middle and upper management. These individuals often have significant political power within an organization and a vested interest.