This reads like a scattered mind with a few good gems, a few assumptions that are incorrect but baked into the author’s world view, and loose coherence tying it all together. I see a lot of myself in it.

I’ll cover one of them: layers of management or bureaucracy does not reduce risk. It creates in-action, which gives the appearance of reducing risk, until some startup comes and gobbles up your lunch. Upper management knows it’s all bullshit and the game theoretic play is to say no to things, because you’re not held accountable if you say no, so they say no and milk the money printer until the company stagnates and dies. Then they repeat at another company (usually with a new title and promotion).