I think a very important aspect of scaling is separating responsibilities. In most startups it's often the case that a single person takes on multiple tasks. Those make sense in the early stages, but as the company grows they become a limiting factor.

The problem is that some people get comfortable doing multiple roles. That however means that they can only invest a fraction of their time. This means that early on the company gets something, which is better than nothing, but as it grows it's only getting something and that's not enough.

This is applicable to most potosi on, but becomes org debt when the founder(s) don't "replace" themselves.