Earlier quoted context omitted.
The reality is that most product leaders only care about the feedback that has visible consequences. If users aren't performing some action like quitting the app that shows in the telemetry, then they aren't going to pay attention. They'd probably call the issue you see a "craft" issue. Some PM is likely raising it. What happens is that leaders in big companies want perspectives based on data. You can go in with issu…
These kinds of issues cause a negative feeling towards the product in the user. They keep using the product even after having seen a badly auto translated review from a language they speak or all these other things, but they now have a little bit more resentment towards the product. It makes them a bit more likely, over time, to switch to a competitor. Maybe they vent to a friend a month later and the friend suggests…
I can guarantee you that the class of problem you describe has been discussed at the individual contributor level, so is known to some extent. Getting it from recognition to action is the problem. It is a huge lift to get some of these small things through the gauntlet to execution. Meanwhile, as you say, competitors with taste and attention to detail are building a better product.
This is very much a problem of large organizations. Those same PMs at a small company. If Google Maps was an independent company, the impediments would be fewer and priorities more aligned with building the best Google Maps.