If churn is a priority from leadership (and it should be, for any decent sized product), I would expect everyone to understand the factors that play in. You need all your engineers to understand the strategic goals, they are often the best positioned to suggest ideas for fixing them (or can prioritize fixes that are higher impact to priority areas).

And then you have to do the hard thing, which is listen to the engineers (which is why most business folks are fine with keeping the siloing as is.)

A lot of engineers talk about how business people should listen to engineers.

A lot fewer engineers talk about how they like to listen to business people.

Well, if they dont they get fired :) and I dont like to talk about the business doing things, just working this weekend because they didnt listen for the last six months.

Engineers think (sometimes incorrectly) they could do the job of the business people, in a pinch. Business people know they can't do what an engineer does. This dynamic contributes to why business people respect engineering on engineering decisions, and why engineers don't respect business people on business decisions.

I love listening to my engineers. They usually know how to solve something faster and more elegantly then I do.

But I'm someone who will learn enough Node/React/python to understand what can, and can't, be done.