> Figuring out the impact and likelihood was something that a product management org would normally devote the bulk of its time towards. Here’s a question: why

> Figuring out the impact and likelihood was something that a product management org would normally devote the bulk of its time towards. Here’s a question: why weren’t they devoting the bulk of their time to it? I’ve been in sessions like this as an engineer and they end up being incredibly productive and informative for everyone as to what the priorities actually are. These aren’t things that engineers are supposed to be doing better than product managers. Why do product orgs _constantly_ fall on their faces when it comes to prioritization? My guess is that the job is highly politics centric and PMs have a hard time getting out of the way of their own aspirations or ego to let the progress take precedence. And no this isn’t trite PM bashing. I would like organizations to re-evaluate the incentive structures of product owners and make them look more like tech stack performance metrics (literally, as in how much is our software getting out of the way of our customers usage and allowing them to be “productive”, whatever that term may mean for the company). Also, give product owners some credit for backing off on new features to make headway for tech debt pay down.