Permission-based cultures are a real drag for everyone though. If no one feels empowered to do anything without the approval of their boss, it defeats the purpose of bringing them on in the first place - for their expertise and capacity to contribute meaningfully in a reasonable time frame.

There are appropriate times to slow down and sort out priorities, especially when other disparate teams are involved in the process (think Product vs. Engineering), but when there's a clear vision to execute on, it's almost always better to delegate to senior contributors to sort out the technical details and let their direct reports contribute to building on that vision.

Some gatekeeping is okay, but having a singular PoC to vet all efforts leads to bean-counting, which frustrates talented / capable team members and robs contributors of their autonomy.