I appreciate your acknowledgement of of some of the "theater" roles being present is not necessarily a negative thing.
For my experience, the identification of a "leadership hole" in the fabric of a company being filled temporarily by a specialized dedicated role/position makes sense to help provide the bolstering while the company grows into no longer needing it. A Product Enablement role (not product ops) can make sense to help do the work to discover the context and the best way for a large company to grow into their own shoes and affords the leadership time to do the same.
I look forward to finishing the rest of your perspective, but felt compelled to comment on something you mentioned that is near and dear to me.
I appreciate your acknowledgement of of some of the "theater" roles being present is not necessarily a negative thing.
For my experience, the identification of a "leadership hole" in the fabric of a company being filled temporarily by a specialized dedicated role/position makes sense to help provide the bolstering while the company grows into no longer needing it. A Product Enablement role (not product ops) can make sense to help do the work to discover the context and the best way for a large company to grow into their own shoes and affords the leadership time to do the same.
I look forward to finishing the rest of your perspective, but felt compelled to comment on something you mentioned that is near and dear to me.