I didn't work at CCP, and I don't know that I should defend Hilmar. Hell, everyone knows that I've been particularly vicious towards him and others at times.
But I can speak to the situation a tiny bit as a very-small scale businessman, and I'd put it like this: being in charge can really suck.
Even in a small organization, you are constantly trying to make critical decisions on incomplete information. Incomplete because someone thought you already knew. Incomplete because of your personal biases. Incomplete because nobody realized that there was a problem. Worst of all, incomplete because it was in someone's interest not to tell you, especially if they screwed up.
Sometimes you make good decisions. Money comes in, everyone congratulates you, you feel awesome, but not totally, because you aren't sure exactly how things turned out so well. Tomorrow, you make decisions the exact same way, and things clusterfuck. You should be fired. You're worthless.
Undoubtedly Hilmar bears responsibility for many of the failures of CCP. But, then, I have that nagging voice where I'm reminded of all the times I gave clear instructions, and people simply didn't follow them, because they thought I didn't know what I was talking about, or because they just didn't want to, or because I wasn't perfectly clear.
And there's all the times I've shown up to jobs where the responsible employee said things were going well, only to find it an utter clusterfuck. And other times I've been told everything was horrible and everyone was doing the wrong thing, and yet I show up and can get things running smoothly with just a little refusal to panic and a bit of direction and prioritizing.
It would be utterly fucking lovely if one could create some sort of management system where you could just understand exactly what was going on, all the time, and never have miscommunications, misperception, or flat out incompetence. I would pay good money for that mythical myth of wonderful mythiness. In the meantime, I tend to understand the plight of some CEOs just a little.
On the other hand, the long term inability to act decisively and clearly in regards to streamlining expectations and operations is a fault that must be remedied. I am a big believer in the idea that providing absolutely clear objectives and methodologies for achieving them is the most important management skill.
But then, what do I know? I'm just a contractor.