That's the prevalent opinion about PM, and I used to adhere to it. I don't think it works in practice. Design informs technology. Business informs design. All t

That's the prevalent opinion about PM, and I used to adhere to it. I don't think it works in practice. Design informs technology. Business informs design. All those things affect each other to make a good product. You can't do that if teams can't just say no to each other. It's important that they can. Having a say in things doesn't mean that teams need to fight each other and undermine decision making. It means they can convey what they think would be neat, and try to think outside the box to meet each other's needs. Think about it in practice: you want to make a good camera. The engineers say they will approach things a certain way, the designers say they will produce a certain design, the PM says ok that sounds good, here is the roadmap and the strategy for this. You end up with a product that simply doesn't push the envelope, and has no cohesion. It's basically the equivalent of silos churning through their backlog. I think it's an underwhelming, underachieving view of product development, where no one grows.