It really depends on the company. I’m in upper management and have had to move ICs within org and across org to account for ET level strategic changes. It doesn’t happen often at my company, but it’s never easy for the folks who end up getting shuffled; when reorging, you really want to move teams, not people. You can tell a lot about your leadership on whether or not they acknowledge the impact on people’s lives; high EQ is incredibly important for long term happiness of your teams and that starts with empathizing with your teams when decisions are made.

It sounds like your product team had mission/roadmap issues. You can absolutely expect teams that are unable to find consensus in a direction within team or with senior leadership to be put on a clock before they’re material impacted. Similarly if they are unable to produce value with their roadmap. You will be on teams like this in the future as well.

All this is to say that it should be a rare occurrence in general, but often enough in your career you’ll get familiar with the process. I have noticed companies which are struggling are more prone to the shuffle.

I do want to say this change, while disruptive, can present new opportunities. You’ve already called out the importance of the role extending beyond coding which is wonderful to embrace. It’s relatively easy to work with long established colleagues and typically miles harder to build a rapport from scratch with a new team. Getting good at meshing/norming with new people is a critical skill for everyone to develop and will pay dividends at many junctions in your career. Similarly, exposure to new ideas and thinking can help break up echo chambers which all of us seem to run into at one point or another. If nothing else, you’ll learn a lot about how orgs influence outcomes and how investments are made (whether you agree with their decision making or not.)

Good luck!

You reminded me of a deeply amusing story of solving the 4 queens problem with just the type system.