I agree in abstract, but in practice it's quite difficult to set up a successful democratic architecture board. You need teams or departments that all have architects, and an engineering organization where both managers and engineers accept a degree of centralized technical leadership. Getting there is, in my opinion, the work of years. It's especially challenging because spinning up such a board requires a person who can run it single-handedly.

In this particular company, the Chief Architect in theory had a group around him. They did nothing to check his poor decisions, and from the outside seemed primarily interested in living in the functional programming nirvana he promised them.