Why do some companies' products become stronger and stronger, while others' PPTs get thicker and thicker?

For many companies, the biggest difference between engineering culture and PPT culture is not the tools, but who they are responsible for.
Engineering culture faces reality: if the product is not user-friendly, improve the product; if the machine breaks down, fix the machine; if users are dissatisfied, study the users; if wrong, admit and correct.
PPT culture faces the organization: if the product is not user-friendly, write a report first; if a project is delayed, report first; if a problem occurs, find the responsible person; if the results are poor, first optimize the presentation.
Engineering culture produces products and results; PPT culture produces materials and explanations.
Engineering culture believes that reality will provide the answers; PPT culture believes that leadership will provide the answers.
When an organization begins to treat “successfully holding the project kickoff meeting” as achievement, “receiving high recognition for reports” as results, and “making beautiful PPTs” as capability, it is no longer optimizing the real world, but the world seen by leaders.
Eventually, reality gets worse and worse, but reports become more and more perfect.
The real danger has never been the inability to make PPTs, but when PPTs start replacing reality.