Not disagreeing that many excellent technical ICs get promoted into roles where they are ineffectual managers, but dual career ladders that let technical people

Not disagreeing that many excellent technical ICs get promoted into roles where they are ineffectual managers, but dual career ladders that let technical people stay in technical IC roles while getting promoted have been around for quite a while by now. The last 3 companies where I was a manager all had them, and principal developers were parallel (in hierarchy and pay) to senior engineering managers. I think the biggest problem is that engineering management is not thought of as a craft to be learned and improved. Most managers don't put anything like the amount of time and effort into getting better compared to technical ICs.