The biggest tragedy of modern corporations is that division of labor (benefiting from comparative advantage among individual workers and job roles) leads to fragmentation of responsibilities such that catastrophic inefficiencies arise. These manifest in the form of "above my pay grade" (vertical) and "not my job" (horizontal) deference. The shedding of responsibility and narrowing of scope per worker leads to few (if any) responsibilities taken on to bring everything together.
To mitigate the fragmentation of responsibility, the modern corporation generally thinks of the roles for "bringing everything together" in the following ways:
1. Team Managers - supervises people, time/effort, cost, performance
2. Project Managers - oversees plans, schedules, deliverables, coordination
3. Product Managers - gathers requirements, analyzes the problem domain, understands the market, shapes the product vision, specifies the commercial terms, coordinates how to go to market
4. Architect - precisely specifies the problem domain and designs the solution approach, enables the work breakdown for planning
The biggest problem with this view is the incoherence of the following principles that most people who build products are well-versed in.
A. Architecture is everyone's responsibility.
B. Security is everyone's responsibility.
C. Performance is everyone's responsibility.
D. Quality is everyone's responsibility.
These things being everyone's responsibility actually become either no one's responsibility or someone's responsibility. That someone will have neither the power to oversee nor the capacity to deliver, because indeed these are shared (team) responsibilities for which a designated leader can only serve as a champion and cheerleader and/or an annoying nag.
A professionally managed organization, especially at large industrial scale, solves these problems with a matrix. While people management is hierarchical (Team Managers), work is managed through "dotted line" reporting structures that cross functions. A RACI matrix specifies this precisely. Every job role/responsibility and its relationships to all others is defined in terms of Responsible, Accountable, Consulted, and Informed. This form of professionalism is what breeds the "above my pay grade" and "not my job" mentality.
Professional management is what kills "CEO mentality", which is the founder mode entrepreneurial spirit instilled throughout an entrepreneurially managed organization.
The problem is how do you scale founder mode beyond the founders? How do you scale CEO mentality beyond the CEO? How do you assign responsibility without breeding irresponsibility elsewhere?