As time has gone on, I really wonder if the canonical technical/non-technical split in leadership is really the right breakdown for companies. It frequently ends up being a risk item that leadership is so separate from the low-level revenue and cost generation activities of companies. Perhaps it would work better to distribute a lot of the administrative scaling, budgeting, type activities in favor of being more organically connected to revenue activities and the skills that can open or expand various markets.

This is basically more like how Amazon operates (and oddly enough some very stressful work-cooperative companies). It puts the ability to act closer to people that can see the opportunity... and lack of that rapid see-act cycle is hurt by the canonical hierarchy, and why large corporations (who should be the best resourced entities) seem to be the worst at starting & pursuing new ventures.