Founder Mode has existed for a hundred years, probably more. Manager Mode evolved because of the inherent limitations of Founder Mode. PG really doesn't address the limitations of Founder Mode, because the appeal of Founder Mode is that it is possibly better than Manager Mode.
As a multiple-time founder and also someone who post-founding has worked in the C-Suite from small to midsize companies, what I usually see are founders with narrow skillsets and little to no developmental pathway to improve beyond their core skills. Helicoptering is frequent and at times, very destructive because Founder Mode requires significant interpersonal skills the larger that organizations get. "Micromanaging" is often seen as "telling me how to do my job even if you have no idea how to do my job". And if your VC wants you to scale significantly, there really aren't a lot of good examples of Founder Mode doing that, but there are indeed a lot of examples of non Founder Mode doing it and a huge ecosystem/culture that supports it.
As a multiple-time founder and also someone who post-founding has worked in the C-Suite from small to midsize companies, what I usually see are founders with narrow skillsets and little to no developmental pathway to improve beyond their core skills. Helicoptering is frequent and at times, very destructive because Founder Mode requires significant interpersonal skills the larger that organizations get. "Micromanaging" is often seen as "telling me how to do my job even if you have no idea how to do my job". And if your VC wants you to scale significantly, there really aren't a lot of good examples of Founder Mode doing that, but there are indeed a lot of examples of non Founder Mode doing it and a huge ecosystem/culture that supports it.