That's why it becomes challenging when the organisation becomes bigger: "all who are impacted" = everybody in the company.

Traditionally, companies have used formal authority to manage risks. The whole "founder mode" problem is what happens when the trust around self-management is repeatedly breached.

Half the time that happens, it's not from any malicious intent, but because someone didn't fully understand what was required - for example, it happens often around the area of establishing user needs because the frameworks tell us that this can be done by 4-5 generalists in a team, but there's a whole professional discipline of market research (or strategic UX research) that, if you don't have a lot of experience in it, you won't even realise is missing.

When there's five of you, you'll likely do it yourself and if you fail, you are the only ones who are impacted.

If there's five thousand of you, and you miscalculate at a fundamental level what is needed by the users by not digging deeply enough into their context, you will probably destroy the company.

(I've had people tell me that most companies shouldn't possibly be fragile enough to fail so easily, but they are, and it happens often.)

Large companies need to be intentional about designing a system that delivers the desired outcomes. This is the work of leaders with a great deal of expertise, and a strong vision, and must include careful inspection of risks and how to manage them well.

Once you have that in place, then you can hire great people and get out of their way.