When hiring fast, there's also an element of "we'll find something for you to do", meaning that you're expected to find something yourself. This can lead to people becoming very narrow on something that the business doesn't really value
Dear company, I did what you asked me to do. If my work doesn't have adequate impact, that is on you for planning poorly.
Leadership doesnt trust non-engineers to handhold engineers and spoon feed feature requests, all non-engineer types should be focused on selling/marketing product or customer support
that's the collaboration part. But the final decision over prioritization of feature X over feature Y and planning is done by engineers, not salesmen
The part where managers who don't partake in these efforts refuse to believe engineering estimates, engineering challenges and unknown unknowns and yet feel empowered to blame engineers in performance reviews.
But when you grow to the point of having a sizeable middle management layer that isolates engineers from one another, by enforcing strict area of interest for each team, you really shouldn't call yourself "engineering driven" anymore. And also, the more you scale, the more specialists you need. Specialists that aren't able, or just aren't willing to move from place to place rapidly