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That is rather the norm I would say? Many inside management lost contact to the product or how it is provided or manufactured. More so when their field of expertise is marketing, finances, HR or such. They might also have not only a lack of basic understanding but a more or less delusional idea about things. I experienced the latter a couple of sickening times.
There was a conversation about this in ##programming on Libera (IRC network) the other month:
[12:17] <systemfault> When managing people requires a totally different skillset than programming..
[12:17] <systemfault> The world is sometimes absurd like that...
01[12:19] <inhahe`> systemfault: if i worked as a programmer I think I'd find it problematic to be managed by someone who doesn't even fully understand what we're doing
[12:21] <InPhase> inhahe: It requires a different interaction modality. The boss becomes a stakeholder, and the programmer is then responsible for technical aspects. It only works right when there is a sufficient element of delegation and trust issued by the non-programming boss regarding technical matters and decisions.: If you end up rising in seniority, it's pretty easy to hit a point where you work for a person who doesn't understand technical details.
[12:23] <InPhase> inhahe
[12:24] <InPhase> inhahe`: There are career paths where you can avoid that, of course. But there are a lot of paths where a person rising the ranks ends up being the top technical expert in a chain of command.
[12:24] <InPhase> Or where the boss next up might have some sort of technical expertise, but not a matched expertise to the work in question, and thus it is effectively similar.
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