I spoke with a guy (too long ago) that was a "genius architect" and worked for a company that was small enough, that he got to implement his castles in the air. Knowing him, they might have been quite good, but it was one person that knew the details and made changes at the architect scale. He had a quirky way of thinking.
When IBM acquired that company, after a few weeks, this guy had a meeting with new engineering people. The very first meeting, they changed things for him. Instead of a single winding road of development, they wrote out a large spreadsheet. The rows were the distinguishable parts of his large'ish and clever architecture; the columns were assignments. They essentially dismantled his world into parts, for a team to implement. He was distraught. He didn't think like that. They did not discuss it, it was the marching orders. He quit shortly afterwards, which might have been optimal for IBM.
If you are a good at your job and want to deliver fast then you need to adapt to changing circumstances and continue on. Nothing wrong if you can’t but I have learnt that’s how you play along to deliver your best continuously.
When IBM acquired that company, after a few weeks, this guy had a meeting with new engineering people. The very first meeting, they changed things for him. Instead of a single winding road of development, they wrote out a large spreadsheet. The rows were the distinguishable parts of his large'ish and clever architecture; the columns were assignments. They essentially dismantled his world into parts, for a team to implement. He was distraught. He didn't think like that. They did not discuss it, it was the marching orders. He quit shortly afterwards, which might have been optimal for IBM.