In a large enough organization it is simply impossible for executives to be on the ground floor with everyone else. And not only is it impossible, it is essentially a waste of their time. They could maybe be maximally involved in only a few projects at a time.

I think its entirely contextual as to what the size of the org is and the scope of the projects. At a startup an "executive" or VP would legitimately be able to be working side by side with everyone else, or hearing about the ground level operations, but just by nature of the role being SVP I imagine this is a large enough company that this is no longer the case. At a certain point that becomes somebody else's job that is much closer to the team at hand.

The role entirely morphs and their job becomes to enable teams, get blockers out of the way, fast track or assist things like permissions/processes, shoot down ideas that legitimately don't add business value or are not worth wasting existing engineering effort on.

And I imagine in this scenario the point wasn't for the executive to literally hear what happens next, it was to ensure the proper steps are being taken and make sure "somebody" is handling the what happens next part of things, and so they can report up through the chain or delegate tasks for exactly that "what happens next" task.

> In a large enough organization it is simply impossible for executives to be on the ground floor with everyone else. And not only is it impossible, it is essentially a waste of their time. They could maybe be maximally involved in only a few projects at a time.

This is a very strong argument that no organization should be allowed to get that big.