As a PM who works with multiple scrum teams / products - I agree with this and I understand where OP's message comes from as well. While I work with 4 teams, my involvement in each team is dependent upon the product mindedness of the team. I take care of internal/external enablement, customer documentation, bargaining design bandwidth exclusively for all the cases, for a couple of teams, I call team leads into more than half of my customer conversations, product strategy discussions. I believe the team collectively can decide the best work item for them 80% of times without my inputs. Only when org strategy or market reactions change, we reset.
That being said, product mindedness is hard for engineering teams. 2 of the teams I work with, I am giving them inputs on every single feature they need to build. While I dislike doing this for every feature, its upto how the engineering leader envisions their team to function. For some, unless there are jira tickets, properly prioritized, with designs ready, they dont want to involve engineering teammates.
That being said, product mindedness is hard for engineering teams. 2 of the teams I work with, I am giving them inputs on every single feature they need to build. While I dislike doing this for every feature, its upto how the engineering leader envisions their team to function. For some, unless there are jira tickets, properly prioritized, with designs ready, they dont want to involve engineering teammates.