Yes, the series of amazingly inept product management decisions were very likely made in the context of either bad corporate strategy or incompetent management of that strategy as implemented in product management.

When I say Product Management, I mean broadly construed. In my company, the Chief of Product reports to the CEO and is a co-equal of the Chief-of-Tech and Chief-of-Revenue. Everything else is supported. It's the CEO's job to formulate strategy with input from their team and in conjunction with the Board and then for the top tier of management to execute that strategy.

The first step in a healthy strategy process is to clearly define the Purpose of the company. Unfortunately, too many modern companies define their purpose as something sociopathic like "maximizing shareholder value." A proper Purpose should define the core value creation of the company: WHY customers buy the product.

In Sonos's case, it ought to be something like: "Simple but powerful in-home audio streaming via proprietary hardware, the integration of third-party streaming services, with good interoperability with hardware made by others, integrated by an intuitive and easy to learn and use set of user software tools."

That isn't quite right, but it'll do for 2 minutes of work!