Most product reviews fall short in delivering valuable feedback. Instead of offering constructive criticism, they often focus on minor tweaks, with managers seeking quick approvals rather than genuine insights. The usual feedback amounts to affirmations like "this is fine" or "great document," lacking the deeper analysis teams need. Effective feedback should challenge assumptions and highlight significant issues, such as lack of differentiation or market viability. In high-performing companies, VPs and other leaders often conduct preliminary reviews to guide teams before presenting to upper management. However, this skill is not common among many leaders. The tendency to jump into product development, known as the Bias-for-Building, leads teams to prioritize speed over thorough understanding of the problem space and competitive landscape. Companies frequently claim a commitment to speed, but this often translates to rushing to write code instead of focusing on achieving meaningful outcomes. The article highlights a stark contrast between companies at different tiers. While Tier 1 and fast-growing Tier 2 companies struggle with superficial reviews and a rush to build, Tier 3 and Tier 4 companies often face the opposite problem: excessive analysis and gatekeeping, which stalls progress. This imbalance in feedback culture across different companies underscores the need for meaningful insights and clarity in product development, regardless of company size.