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Yes, and they can be pretty demoralising for technical teams. It’s essentially telling people that you don’t need technical skills to progress in your career, all you need to do is be able to talk and fake your way up.
This is such a challenging thing to overcome. On one side, technical skills and managerial skills are often diametrically opposed to each other. I find the most technically knowledgeable team members often make the worst managers. On the flipside, the best managers are often those that can translate nuances and complexity of queries, codes, and analyses to be useable by the greater business. I generally have solved the problem by having a Process/Technical Manager with no reports, for every two or three managers who actually manage people but are generally less tech saavy. The problem is that I always end up having to justify the Manager without reports.
Typical in most organisations and they tend to do really well and make Chief analytics officer or similar