> That's why large companies need to encode customer feedback into a system to imitate feedback cycles. Mostly in metrics. That's a very lossy way to capture signal, and leaves a lot to be desired, but so far it doesnt seem like anyone has come up with a better system.

The other thing you can do is having senior leadership occasionally try the product themselves and talk directly to customers (especially ones that have problems).

Often, problems remain because of bureaucratic hurdles, or disputes between different fiefdoms: there's a feature that needs teams X and Y to improve, but it would only help the internal metrics for team X, so team Y doesn't give a shit and drags their feet. Leaders who are sufficiently high in the hierarchy can cut through these sorts of problems if they know and care.

I manage post sales support at a small company where this theme is present, however, I'm concerned that things may be slipping in the wrong direction. I need help dealing with this situation.

Our software engineering team is burdened with tech debt and aggressive product roadmap. Understandably, they often feel the need to push back and keep things under control. Our customers and the employees who are accountable to our customers literally lose sleep when things aren't going well. Our engineering team feels complacent to function on a 9-5 schedule and sleep on critical issues for weeks.

The only thing the engineering team appears motivated to actually own is the next iteration of the escalation process that somehow makes them even less accountable. Invariably the next iteration includes adding more details to Jira tickets that nobody will read.

Basically no one on that team is dogfooding the product. Broken features are being shipped and they are expecting us to actually sell and support this.