<i>"Cue intends to replace Williamson with an entirely new management team overseeing Maps, the report says."</i><p>This sort of comment always ruins the fantasy for me. Its pretty rare, because it's often ill advised, to replace the "entire management team" unless you're completely changing the direction of the product. However, it is often the fantasy of engineers working on a team that has execution issues that the company would just "fire all the managers and let us get our work done." That fantasy comes from not knowing what the managers actually did, and that usually comes from poor communication.<p>Outside management would not know who was doing what, or how well they were doing it. So replacing all of them is like changing six different things in a misbehaving program and hoping the bug will go away. If it doesn't you wasted time, if it does you have no idea <i>which</i> of the six things fixed it.<p>The solution here is pick one person to <i>lead</i> the effort and manage <i>them.</i> Give them a clear mission, whether its 'ground truth' (accuracy), glitz, or feature parity. Set standards for quality, and then let them get it done.<p>Nothing in my career has been more frustrating than having a senior manager tell me "We want you to solve this problem..." and then when I came back and said "Ok, I need this, this, and this." and gotten push back from them? If the feedback doesn't come back as a discussion, and instead comes back as a simple denial, that is when you realize the problem isn't at your level :-).