I think it is obliquely getting at a difference between founder and manager that is very real: a founder has a moral authority over the vision that a manager does not. We can argue whence it comes but it is palpable from strong founder leaders. There is a general sense that they hold the entire business in their head.
A founder can wield this to effect changes that would be nearly impossible without it. In this sense, a founder can solve some problems in every part of the organization that no manager can. If a founder delegates everything to managers, or cannot identify problems best addressed with this founder's tool, then you are setting up managers to be ineffective in some situations that could have been solved by the founder stepping in. I think this is also part of what makes founder-led companies different generally. Professional managers do not have this tool at their disposal to solve organizational problems.
It requires judiciously picking when and where to leverage this power. Applying it unnecessarily will have the effect of disempowering your managers, and now you have a new organizational problem.
A founder can wield this to effect changes that would be nearly impossible without it. In this sense, a founder can solve some problems in every part of the organization that no manager can. If a founder delegates everything to managers, or cannot identify problems best addressed with this founder's tool, then you are setting up managers to be ineffective in some situations that could have been solved by the founder stepping in. I think this is also part of what makes founder-led companies different generally. Professional managers do not have this tool at their disposal to solve organizational problems.
It requires judiciously picking when and where to leverage this power. Applying it unnecessarily will have the effect of disempowering your managers, and now you have a new organizational problem.