In my experience at all levels, I would say Engineers generally don't have a very good sense of the big picture and of what really matters, are generally caught

In my experience at all levels, I would say Engineers generally don't have a very good sense of the big picture and of what really matters, are generally caught up in a lot of details unneeded complexity that doesn't create value in the manner they think it does. I remember as a young Eng. getting caught up in the platform holy wars, and then sitting as a PM looking back on it all like I must have been in some cult. There's truth to the notion that 'it's complicated' and rarely does anything get done in a weekend, but if there is focus, a decent dynamic process, things can move faster. I worked at one company that had a messaging product, it has a big team of Engineers and things were at a snail's pace. I suggested bringing in a few talented people and starting from scratch as a re-factor, they thought I was crazy. A young intern left the team, did it on his own with one other person and met with enormous success. The company, even after literally watching an intern out-do them never changed. Both the old company and the new company are big enough names you've all heard of them I wish I was at liberty to share. In another project, we were opening up some basic APIs. We did some work with Facebook and they were able to give us a custom API in literally a few days. Our own, simple APIs took 18 months to deliver. The weekly product teams consisted of 10 people rambling on - and the two most important people, the dudes actually writing the code, were not ever present. It was a colossal and shameful waste. Even though getting a rag-tag bunch of Engineers over the weekend is usually not a good sign (it might actually work for some marathon bug fixes or something), I'm usually sympathetic to the cause.