It's normal to plan for scenarios where you abruptly lose some people. It's... less normal to plan for scenarios where you abruptly lose basically everybody; in most cases where that happens the company is basically dead anyway, so they're arguably not worth planning for.
Say you're planning, well, _anything_, and someone says "but in five years, a weird billionaire might buy the company and mismanage it to such an extent that your contingency plans don't work". There's a good argument that the proper response is that (a) that is largely the weird billionaire's problem and (b) that it is impossible to defend against an arbitrarily incompetent speculative future weird billionaire.
If someone takes a hammer to an electricity distribution board and electrocutes themselves, the normal response is not "well, that's the electrician's fault; they should have thought of that".
If true, this would "reflect rather badly" on exactly one person. But, y'know, it'll need to join a rather long queue of poorly reflecting things.
Say you're planning, well, _anything_, and someone says "but in five years, a weird billionaire might buy the company and mismanage it to such an extent that your contingency plans don't work". There's a good argument that the proper response is that (a) that is largely the weird billionaire's problem and (b) that it is impossible to defend against an arbitrarily incompetent speculative future weird billionaire.
If someone takes a hammer to an electricity distribution board and electrocutes themselves, the normal response is not "well, that's the electrician's fault; they should have thought of that".
If true, this would "reflect rather badly" on exactly one person. But, y'know, it'll need to join a rather long queue of poorly reflecting things.