[BigJono]

The mistake here is making your measurements too granular. What happens is the board meets, long and medium term plans are made, etc etc. That's all good. Then what happens is every level of management calls in the banners and forces them to pitch how they align their teams and projects to whatever was pitched one level up. Somewhere along the process, you hit the point where planning stops being a positive and starts being a liability.

This process never stops, until you have some toothless PM slave driving devs because they're 8 levels removed from the strategic planning and they've pitched a 40-point/week development rate to their boss because they don't have enough information to do anything else. Anybody that tries to break the pattern is going to find themselves on the receiving end of an unfavourable performance review in any big business I've ever worked for.

There's a happy middle ground somewhere, where devs are given plenty of space to work but their output is still tied to the business's long term objectives. How you reliably reach that middle ground is probably a 8/9/10 figure question depending on the business.