To defend ICs against middle management a bit: a lot of IC work is dependent on decisions that need to be made by upper level managers. A 2 week contiguous workstream can take 2+ years easy once a few managers ask a few questions and need 10-20 meetings to get 5 bullet points clarified (so many projects can't even produce that). But if that person gets replaced their institutional knowledge and work readiness evaporates.

I've been on 10+ projects at big companies and have begged to do work. Mostly it was showing up to 3-5 meetings/week while managers try and figure things out, and their VPs reconfigure budgets, priorities, and resources. Sometimes I do the work and hold it until someone wants it.

There's usually no standard top-down view about what happens when 3 VPs change the scope on 5 projects. But in reality, that usually means 10-30 people downstream are paralyzed. This is also where the tension between "new work" and "scalable processes" comes into play (need a consultant?).

Add regulatory compliance and approval gates, and then..