IMO the leader in question doesn't have a coherent strategy because she's likely trying to justify her org (and keep jobs!) in the face of a lot of developers who just don't care a whole lot about her portfolio. Her org could probably function with less people and achieve the same outcomes, but instead of getting rid of them, she's probably trying to make something happen by moving people around.
In an environment like that, your correct insights about "where we're headed" don't matter. The only thing that matters is that the leader can keep their org and not face layoffs. If that means shoving people around and not listening to what folks are saying, then that's what happens.
You're describing the BigCorp meta, which I think is a good portrayal that people need to see.
However, in the context of the discussion and parent, it sounds like you're trying to defend.
I don't agree.
It's completely rational to play career frogger. The leader is getting compensated (We're talking re-ups of generational wealth for however long they can survive.) However, their leadership is fair for criticism. It sounds like the leader hasn't created a compelling vision, which their staff is craving, let alone delivered team success.
What I suppose I'm saying is that there likely isn't a compelling vision that (a) they could get funding for, or (b) moves the needle enough to matter. I imagine their staff prefers getting paid to not getting paid, so this is the best the leader could do.
I don't like it either, it was my lived experience for several years. The issue wasn't a lack of ideas or people who knew about them, it was usually an inability to drop existing product lines + customers and no approval for the additional headcount needed to pursue bigger opportunities.
In an environment like that, your correct insights about "where we're headed" don't matter. The only thing that matters is that the leader can keep their org and not face layoffs. If that means shoving people around and not listening to what folks are saying, then that's what happens.