While the problem description of how to scale a small company to a larger one and the solution offered of skipping the corporate hierarchy every now and then an

While the problem description of how to scale a small company to a larger one and the solution offered of skipping the corporate hierarchy every now and then and being careful about delegating too much autonomy have merit, the main reason given by the author as to why the black box model of leadership is problematic does not seem very convincing to me, to say the least: "... in practice, judging from the report of founder after founder, what this often turns out to mean is: hire professional fakers and let them drive the company into the ground." If this really is the way founders describe it, it sounds more like a blame game: I, as the founder, was successful on my own when the company was small; now I have organised the company into a kind of small sub-companies that are not as successful; ergo, the pseudo-founders I hired for these sub-companies are impostors. Rather, I think that we are "simply" dealing with fundamental management problems that have nothing to do with whether a company is relatively new or a century old, or run by a founder or run by a manager. It is more about size and managing innovation on a large scale, the flow of information and, to borrow terms from the military, a well-balanced command and control between strategic, operational and tactical levels.