This is easy. Business is hard. Hacking is fun. As a founder you desperately don't want to deal with all of the annoying parts of being a business owner. You ju

This is easy. Business is hard. Hacking is fun. As a founder you desperately don't want to deal with all of the annoying parts of being a business owner. You just want to hack and do the point of your place, not deal with pesky "business" things. I am talking simple things like taxes, etc. If you let that mentality bleed into things like setting up every part of your organization to be awesome you get this siloing effect. If you are a ONLY HIRE A-PLAYERS type company, that doesn't mean only hire great engineers. It means everyone needs to be great at what they do. Including HR, operations, etc. A lot of companies with super smart guys miss this. They still go on to success but I know from experience and at least a couple of friends that went very large in valuation and growth on the typical startup path that not taking more time on their company culture and instilling their values in ALL of the organization before it went meteoric caused them no end of grief and made them dislike their company, even though they built awesome engineering organization at the end of it all. (edit: sample size of two from personal experience, but based on observation, this seems almost axiomatic based on how so many startups go when you read their stories)