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Of the big tech companies, I've worked at Facebook, Google, & Apple. I've still not quite cracked what's different about Apple culturally that they seem to be more immune to this problem. The only main difference I can spot is I don't recall ever encountering a PM at Apple. To do planning engineers would propose improvements, new features, etc. These were bubbled up. Then executives would be responsible for building…
The way Apple manages to do this is that, to a larger degree than others , the company is run as a collection of different companies. This has pros AND cons but one of the pros in this context is that their hiring is less "work at Apple", and more "work for THIS team at Apple". Hands-down unbeatable for the specific question of role clarity, but it's naive to pretend there aren't downsides to the practice.
There really wasn't one huge Bell Labs, there were literally hundreds of hundred person teams run as if they were little companies, but with a huge bureaucracy providing funding, guidance, and all sharing a knowledge pool.
If you changed teams, you could find a completely different team culture using completely different tools. And like biology, some teams thrived, and some failed.