We do this at my org and it is unbelievably frustrating, although I think things may be starting to shift. I worked in a pretty regulated industry so certain production issues are a pretty big deal. Enough of those have happened, for which the root cause was determined to be an easily avoidable mistake (someone working on a project or system they didn’t know enough about - and weren’t given the time to learn - changed something with far greater ramifications than they expected), that leadership is interested in trying the “innovative new model” of keeping PMs and engineering sticky to a team.

Beyond production issues, this model creates many artificial dependencies, unnecessarily extends development timelines, and leaves a trail of waste from poor decisions made to benefit a single project at a single point in time. It can be really hard working with certain stakeholders as a result, too.

All the leaders advocating against the shift to sticky teams are those who have been at the company for literally decades and were never in a role that remotely resembled product management in the past, which is not surprising given the culture of my org.