But even PG goes back on that by saying "Obviously founders can't keep running a 2000 person company the way they ran it when it had 20. There's going to have to be some amount of delegation." So what he is saying is managers should talk to their reports.
He writes like this is some groundbreaking realization, but to me I'm not even sure what he's getting at. For example he pushes back against the idea of hiring and letting them do work, but then says don't micromanage them, so which is it?
When he says "That would be micromanaging them, which is bad" he is describing the traditional view. He continues, "Hire good people and give them room to do their jobs. Sounds great when it's described that way, doesn't it? Except in practice..."
There is a balance between letting people run free, and controlling every tiny decisions. You have to keep the direction and vision, and you have to make sure everyone is going toward that. But you shouldn't trust they will do it by themselves (they may not have internalized it as much as you do either) and you shouldn't trust your ability to deal with every detail of the complex system you are trying to build. If you hired specialists that's also because you were lacking some abilities, not just because you want extensions of yourself by lack of time. And if you hired generalists that's because you needed glue to make the whole operation work with a level of understanding that you can't allocate your time to, and because you may lack the variety of skills that allow for efficient communication with the specialists.
As with any complex system, you have to be careful about degrees of freedom, too many and it can break down and too little and it can get seized.
