I think the real question here is "why do support teams not have technical leads?"

No one bats an eyelid at a software project having a non-technical PM because it's a Team/Technical Lead's role to fill in for the PM's lack of technical knowledge; I've never heard of a Support Team/Technical Lead before though.

I think it really depends on how engaged your users are with your product and who you're targeting.

If you have a customer base that is really into your product and the page is question is aimed at current users, then offering information about an upcoming feature will be something that's engaging to them.

Conversely you expect the page to help you acquire new customers then it will just serve as a type of "excess" information.

After reading the article for a second time, I realized there's an interesting spin one can take with the whole Nintendo double-crossing Sony thing.

It sounds to me more like Nintendo was pitching a business venture to Sony/Phillips and Sony just went too far on their own with it. The article talks about an "initial agreement" made between Nintendo and Sony and then "Later, it was supposed, Sony would be permitted to produce its own all-in-one machine...", notice how it wasn't something that was agreed upon by both parties, but rather something entirely from Sony's end.

My take is that Nintendo put forward this venture to both Sony and Phillips, and Sony came up with an initial idea and proposed that to Nintendo. While Nintendo were considering the proposal Sony got too hyped up in the idea and "supposed" additional areas in which they could generate more revenue from the venture, completely ignoring Nintendo in the process. In the meantime Nintendo got a better offer from Phillips and initiated the process to accept their proposal. Suddenly CES rolls around and Sony with their heads in the clouds made the assumption they got the deal and made the public announcement, only to have Nintendo later correct them.

I don't know why but consulting always seems to get left out of these types of discussions. As an consultant at a company of about 200 in size I get to influence decision making and innovation within the company - while learning about the ins and outs of medium-big companies.