The author states that code improvements should be driven by "the developers with the deepest architectural understanding of the code, the closest interaction with the code, and the most responsibility for the code". However, this is a programmer biased perspective and not at all how a business operates.

A business is focused on making money. For the founders, the owners, the stakeholders with the most financial resources invested, that is what it comes down to. That is why if they find an employee that can generate more of it form them they are more likely to listen and give "the greatest decision-making power" to. Normally this ends up being the sales person, marketer, etc. They become the CEO. Those that are good at making things work become the COO.

While things are going well and the company is successful people will not question this model. Customers will request features, companies will implement them. When resources are short they will hire more people, layers of management gets added, everyone feels like their job is/can go somewhere.

The problem occurs when those in charge become lazy or egotistic. The lazy manager will stop gathering user input, or fail to understand why developers gawk at the 100th feature request that are not followed-up on for the month. The impact on morale is the real cancer that kills ideas and companies.

The egotistic manager will achieve similar results, but for different motivations. The incessant push for their ideas, the attempt at pressuring coders to succeed for them, etc. is too shallow and most egotistic managers are not good enough leaders/manipulators to actually motivate people even if it were for purely selfish purposes.

For a coder the best skill is not communication skills, although it is important, but business skills. If you can make money, you can do whatever you want. If you are good enough you can leave all the petty office politics behind and start your own enterprise.

Following another manager, however great, will never lead to security for the pure developer. This is because in the scheme of things you are just carrying out the vision of someone who helps the company achieve financial success. Just as soldiers are trained not to think too much, that is what managers want out of their coders as well when they have an agenda.

The times where I have seen managers ask developers for ideas and comments are when managers are out of ideas. In which case they do so less out of a willingness to communicate and more out of desperation. That is why many CEOs describe their job as cultivating a culture because in a "my way or the highway" environment there is no way people will bother suggesting alternatives.

If a coder wants security they need to first prove their worthiness to decision makers that they can be one of them, then lead and succeed for the organization; basically become a manager themselves. All of this requires a lot of investment in time and effort away from the text editor/IDE and a lot more time in front of people.

This is why there will always be a divide between managers and coders, the roles simply require different skill sets and to be good at either is not easy. The best of either class are good at reaching out, which still requires both parties to be willing to participate for the exchange to occur.