[dependsontheq]

Product Management is often a role where a lot of strategic business decisions and operational product decisions collide. A product needs to be innovative and relevant for a market but even with our tools today everything built for the future is a bet, so it is risky. Most PMs are not C-Level, so they are not allowed to take that kind of risk. So they manage a small box of possible pathways with low risk and low gain. So as soon as you shift all strategic decisions (a product owner in a software company is not far from a business owner) to the PM roles you limited the future development of your business to this small box.

Is that the fault of a PM?