This is a bigger problem than it may appear. The business lifecycle is well understood, whereby a company innovates, expands, and then when it has a sufficiently large customer base, it monetises. I.e. it enshitifies its products - making them more expensive over time relative to the value. This process is death by a thousand cuts. A PM might see that having the modal you hate show every time you load the site increases conversion by 3%. That's $1M ARR you just made the company! Wow! You get a bonus and a promotion! The problem is you erode customer sentiment by some undefined unit. Many people think NPS measures this, but it doesn't. That measures how many people love and hate the product. It omits the vast majority of people in the middle. They just add it to the increasing list of annoyances until one day there are so many annoyances that they leave. At that time it's very difficult for the company to understand why the user churned. It wasn't any one thing. It was a concerted effort over years to squeeze every cent out of the user at minimum cost.

> At that time it's very difficult for the company to understand why the user churned. It wasn't any one thing.

It's very easy to know for people inside the company who actually care about the product and for their clients. It is really hard for directors and VP that anything they understand are numbers.

If I say "hey this modal/pop up is making customers angry" they are going to ask how much they care (is there even an unit for that?) and how much revenue is lost. The only way for them to handle a project is creating a goal for next Q and assigning people, when in most cases what you need is actually the opposite.

The problem is not that no one knows how to fix it, the problem is that managers organize around big problems and become useless at improving the small things or details. They become blind. It happened to me 100 times. They do not want things to be fixed unless there's a clear revenue increase, which is stupid.