Are you not invoking a classic no true Scotsman argument, “a true product team always leads to success”?
I think a more interesting view might be to understand boundaries between product, sales, marketing, customer development, business strategy, support, operations, etc. Those boundaries may be where the problem is at.
Moreso, I’m trying to emphasize that the Product teams job is to know what factors go into effective prioritization decisions, and work across the boundaries you just mentioned.
They are an integration function for decisions about value generation activities (I.e., product development) and should be spending the majority of their time working with customers and across the business to make sure they’re guiding the business towards the right decisions.
There are a lot of Project Management jobs that masquerade as Product.
I think a more interesting view might be to understand boundaries between product, sales, marketing, customer development, business strategy, support, operations, etc. Those boundaries may be where the problem is at.