Everyone who has worked in tech should reflect on the fact that it would be shocking to see a product manager produce a spec for the behavior of a feature, or a spreadsheet with discounted value analysis as in TFA. Those are both artifacts that aid in decision making, and especially aid in making the kind of decisions that product orgs have taken from other more qualified people at a company. Unfortunately, product management has become an imposter role, a side door into tech companies for people who can't contribute to the sales, financial, or technical parts of the business. They would just be bloat if that was where it stopped, but these imposter roles task themselves with making important decisions, at the company's expense.

Like the author, I've found some success in forcing accountability, to the point that imposters hand off decisions to someone who can legitimately navigate to a solution. A lingering problem is that business decision making isn't about one-time decisions, it's about decision making rate. As long as poor decision makers can retain their position in the critical loop, they will impede the ability of the business to function. The solution is building the organization around accountability and consequences for misallocating the company's resources: setting up a system where the organization tends towards competent decision makers gaining influence, and incompetent decision makers losing influence or leaving.