depends on how big the company. When a large company needs to decide where to allocate the resources, a smart non-technical manager will be there fighting for you, and that's a full time job once you are in the 100's of engineers, because nobody has monopoly on truth, and normally the exact allocation has to be hashed out in a bunch of fulltime meetings, even in well-run orgs. As an IC, I'm glad someone else is doing it for me.
I dont think anyone expects ics to play management roles. What i am for is management with a technical background, otherwise its like mixing water with cooking oil. One sits on top and pretends to mix.
Replace the aqueous part with vinegar or lemon juice and you have yourself an emulsion, which also makes a delicious salad dressing. What sort of role is like acetic acid in your analogy?
You lost me there but people with tech skills should lead technical people. Otherwise its like sending the senate to lead soldiers on the battlefield. They have no clue and either lose wars or use large numbers to win battles. And thats what some of the companies do - they hire loads and loads and loads of people to achieve what could be done with fewer, better organised, and better led people. Without exception, unicorns and faangs have been built by engineers working directly with stakeholders. Then they go down the path of layered management and bloat and end up the chryslers and fords of tomorrow.
Instead all non technical management should he fired, including pdf certified scrum masters and other imaginary roles, and tech people with skill and interest should be promoted.
