Yep, that and (also used to work there) the motivations of the implementing teams end up getting very detached from the customer focus and product excellence because of bureaucratic incentives and procedures that reward other things.
There's a lot of "shipping the org chart" -- competing internal products, turf wars over who gets to own things, who gets the glory, rather than what's fundamentally best for the customer. E.g. Play Music -> YouTube Music transition and the disaster of that.
Hah, that exact transition was my last project there before I decided I had had enough!
The GPM team was hugely passionate about music and curating a good experience for users, but YT leadership just wanted us to "reuse existing video architecture" to the Nth degree when we merged into the YT org.
After literally years of negotiations you got... what YTM is. Many of the original GPM team members left before the transition was fully underway because they saw the writing on the wall and wanted no part of it. I really wish I had done the same.
That is so sad to hear. I absolutely loved Google Play Music – especially features like saving e.g. an online Universal Music release to my "archive" and then for myself being able to actually RENAME TRACKS with e.g. wrong metadata.
That and being able to mix my own uploaded tracks with online music releases into a curated collection almost made it a viable contender to my local iTunes collection.
And then... they just removed it forever. Bastards.
Yep, YTM is/was so clearly the inferior product it's laughable. Even as a Google employee with a discount etc (I can't remember what that was, but) on these things I switched to Spotify when they dropped it.
I worked on a team that wrote software for Chromecast based devices. The YTM app didn't even support Chromecast, our own product, and their responses on bug tickets from Googlers reporting this as a problem was pretty arrogant. It was very disheartening to watch. Complete organizational dysfunction.
I think YTM has substantially improved since then, but it still has terrible recommendations, and it still bizarrely blurs between video and music content.
Google went from a company run by engineers to one run by empire-building product managers so fast, it all happened in a matter of 2-3 years.
There's a lot of "shipping the org chart" -- competing internal products, turf wars over who gets to own things, who gets the glory, rather than what's fundamentally best for the customer. E.g. Play Music -> YouTube Music transition and the disaster of that.