Communication is not hard, it's very easy, but there are actors who's goal is to obfuscate communication and prevent others from participating.

At the end of the day it comes down to who the decision makers are and how they are incentivized to act. As a simple example - company X has product C, and they set a goal of increasing usage of feature F (of product C). Currently this feature F completely sucks and users don't want to use it - so the idea is to improve it and thus increase usage.

There are 2 ways of increasing usage:

1) Make the feature F more useful/better.

2) Force/push your users to use feature F, by aggressively marketing it, and pushing it within the product surfaces, making it non-optional, etc. and other dark patterns.

Option (1) is hard to do - it requires deep understanding of the product, user needs, the related tech, etc. It requires close tactical collaboration between product and engineering.

Option (2) is easy to do - it requires ~zero innovative thinking, very surface-level understanding of the problem, and relies purely on dark patterns and sketchy marketing tricks. You can almost completely ignore your engineers and any technical debt when following this approach.

If your decision makers are imposter PMs and marketing/sales people - they will almost always choose option 2. They will increase the 'apparent usage' of this feature in the short term, while reducing overall customer satisfaction increasing annoyance, and reducing the company's overall reputation. This is exactly how many 'growth' teams operate. Short term benefit/gaming of metrics for long term loss/reputational damage. Their success metrics are always short-term and linked directly to bonuses - long term effects of these kinds of strategies are ~always completely ignored.