I don't understand how you can say that is what happens in practice when the article (and me, personally) is proof of the exact opposite. As I mentioned in a d

I don't understand how you can say that is what happens in practice when the article (and me, personally) is proof of the exact opposite. As I mentioned in a different comment, I am the developer working for the marketing team described in this article. My boss, the director of marketing, knows when to reach out for assistance and wouldn't presume to make technical decisions that are outside of his area of expertise. He happens to be one of the more technically proficient marketers I've worked with, but even if he wasn't that doesn't mean he is doomed to make poor decisions in isolation. At Knewton, someone who was not up to standards wouldn't be shifted out of the way to another department, they would be let go. That is a pretty rare occurance because the hiring standards are strict (in my opinion, maybe too strict, I think we get a lot of false negatives, but that is another topic). Any company that had a policy of sticking another department with an employee they disliked would not last long because you'd end up with a lot of poor talent being shuffled all over the place.