> Seems unusual for serial startup entrepreneurs who have built firms from $0 to $B to have also individually joined and worked up to C-level in "institutions" (50+ years old, and 5K - 100K+ employees, not just other tech unicorns still bearing Founder imprints) after learning the startup experience that lets them see management practice through a "it doesn't have to be like this" lens

Both PG's post and your point about his experience creating a rare perspective is spot on. While I think PG's "Founder Mode" concept needs further exploration, he's on to something I never saw in the typical HBR-type literature. It mirrors my experience being a startup founder acquired into a decades-old F500 tech company. It took me quite a while to figure out how this huge, well run company really worked and I always felt my understanding of the important ways it was different from my startup was unique and distinct from the standard business writing.