Most scale-ups do not get things right the first time. The Founder and CEO sets upon a direction into the unknown, onto a path riddled with false assumptions. As she feels the need to always project full confidence, especially in the face of all kinds of resistance and inertia, she might be blind to the real issues and the need to change.
It is within the middle ranks that a leader must feel empowered to identify and promote the need for pivoting. People in this layer gather valuable intelligence from the direct contact with customers, suppliers, and colleagues; they can often see when the market is ripe for a certain offering, for instance, or spot signs that the current course of action won't work. The same holds for supervisory board members, coaches and experts.
But for many reasons, ranging from a fear of negative consequences to compliance with the Founders/CEO, they may not voice their ideas and concerns. Even worse is that when they do, they often struggle to persuade the people at the helm.