> Or organisations being set up in such a way that the technical folk aren't in-play at the point where problem discovery is happening. Or the non-technical folk being assessed on "solution providing" not "problem defining".... and so on

This is the fundamental problem and is, I think, largely due to the fact that the kinds of problems we are solving do not naturally fall into the neat specialties into which most companies categorize their workers. Specialization promotes serial thinking whereas what's needed is near simultaneous thinking and that requires deep communication (and smart people)