My hot take: the dedicated PM role is becoming optional. Engineers already understand feasibility and tradeoffs, and they often end up informing the PM anyway, which usually comes at the cost of meetings and slow decisions. With clear quarterly goals, engineering and design can own product together. They would shape scope, ship in increments, measure, and iterate. So the "product" function still exists, but its not a separate PM attached to it.
> With clear quarterly goals
This requires a quality of product/program management and upper management buy-in that is rare in my experience.
The dynamic I've experienced is upper management giving the same incompetent teams projects over and over, having month after month of meetings with no deliveries and no real progress on the deliverable, and then eventually having to scramble and find someone else who can actually accomplish their goals.
Either that or so many things are broken that there's no possible way to prioritize beyond a few weeks because you can't let attention dip from any one spinning plate for too long or it'll fall.
You might be confusing license with access. The product itself has a proprietary license. Even then, a majority of the libraries they produce are also available under the MIT license.