At some point in a Product Engineering team you will be tired of every bug or issue being urgent and critical. This usually happens after dealing with several problems informed by late night Slack messages. At this point nobody really knows which issue is an urgent incident, which is worth waiting to the next morning and which isn’t even something worth solving. All this is harmful for the team’s culture and for the business itself. When everything becomes urgent, nothing is urgent and nobody cares anymore.

A peter drucker quote comes to mind from his book "the executive" circa 1960 paraphrasing from memory: the number one complaint from CEOs is that I can't get ahead for tomorrow because of all the problems of today. The complaint was so pervasive it was almost boring to hear it. This sets up three issues: management, quality (often boils down to stopping opportunity defects and being customer driven) , and organizational behavior which is getting it to agree and execute. All three play into cutting down the chaos including being customer driven which gets tons of corporate lip service but not the real deal like what we've seen Alan bezos/amazon in other hn posts. Not being customer driven is a broad spectrum problem with many many structural downsides including loss of competitiveness which takes years to get back, wasted resources. Fixing this often requires strong, top down changes. And obviously lack of customers means lack of profit which stresses capex.