Good point. The only way a process stands a chance is if it's person agnostic, which can introduce a different set of issues to navigate.
I don't know about in modern times but historically military leaders had a lot of interest in person agnostic processes. Caesar's book is all about what he does to avoid relying on anyone having special talents.
Startups, and riskier technology ventures generally, seem to be the opposite. There you aren't Caesar, you're the Gauls. You're hoping that your team has just what it takes to overcome the odds.
Startups rely on Generalists who can specialize until the scaling happens, then it's about specialists who look to grow into generalizing/broadening.
Different skills needed for different stages of growth and not everyone can switch gears or have the range in transmission, founding leaders included.
Better leaders are always taking stock of what they have or don't have and reorienting the process rather than trying to stuff the new team into the old process.