This stance is a breath of fresh air. In my experience change management is the first thing to slap on when a bad release happens.
I've worked at a large enterprise that have a "Change Advisory Board", that you need to convince when you want to bump the major version on your linter. It has the effect of velocity slowing down to a crawl. Changes have to large, since otherwise it wouldn't be approved by the CAB. A slow mess.
At my current place we have to loudly declare "I CONFIRM COMPLIANCE" in every PR description. I'm not sure that anyone knows why, but it keeps the bureaucrats happy. Shrug
My favorite thing about CABing things that shouldn't be CABd is that it then bunches up changes that all happen at the same time... after the CAB meeting. Now if something breaks, it could be any of the dozens of things that just got pushed in the 15 minutes after the meeting.
A declaration of fault from the executives' perspective if anything goes wrong