Very interesting point. When you have senior guys that know the important things work then the importance of process, beyond some key staging points, diminishes

Very interesting point. When you have senior guys that know the important things work then the importance of process, beyond some key staging points, diminishes. From a business and strategic planning perspective could this be some kind of a risk? There's the old "hit by a bus" (or just quits) trope of course, which is related to the "single point of failure" systems analogy. Then there's the management ideology of control, which can be subverted when individuals are on the critical path for projects. I also wonder how this jives with change management: If you have guys mired in the details around whom changes pivot, what happens when there's significant changes e.g. in personal life of these guys, or organisationally, or migrations to new architectures etc. I also wonder how putting individuals at the centre of a business jives with external compliance requirements such as ISO and GDPR ... EDIT also recalling personal experience: What about growth, where you want to grow the business and bring new (senior or otherwise) team members in, but everything is vested in the idiosyncracies of a few individuals?