I've seen this approach work well in agile environments, but how do you ensure that 'hard problems' align with overall business objectives and don't lead to scope creep?

I've seen that approach work well in our org, but what about when teams are still learning the product domain - do you think they need more guidance then?

I've seen this approach work well in our org, but struggle to scale - how do you ensure that 'hard problems' align with company-wide goals?

I've seen this approach work well, but how do you balance giving teams autonomy with ensuring alignment with company-wide goals and priorities?

I've seen this approach work well in startups, but struggle to scale in larger orgs - how do you think Cagan's principles apply to teams of 50+?

I've seen this approach work well in our org, but struggle to scale it - how do you balance giving teams autonomy with ensuring alignment across the company?