I fail to see your point. You are saying that communication can help developers be more efficient then you give an example of a good developer who did not need a team to develop a ground breaking product?
It was framed for a reader already convinced that management of developers is not useful, but didn't make that clear.
Lesson for GP: implicitly assuming a position that your audience may not have can be confusing -- a barrier to communication
Edit: from other comments, looks like i was wrong and it was utter nonsense
You seem to have some preconceived notions about managing people (and engineers specifically) that will, frankly, cause you a lot of trouble were you to implement them with your teams. Minimizing all communication will lead to a total breakdown of context - you want to strive for more of good communication (immediate team collaboration, access to stakeholders, healthy relationships with other teams) and less of bad communication (pointless meetings, status updates, cross-team blockages). Having engineers be responsible for everything is also a solid recipe for burn out and dissatisfaction, as others have pointed out. Most engineers do actually enjoy learning, but the manager's role is to encourage and provide opportunities, not to be the teacher, or appoint teachers.
I highly recommend reading existing literature on management, and not paving your own path here. Start with Camille Fournier's "The Manager's Path".
I feel bad for people who are going to work on your team.
Hats! More hats! You're not a real full-stack developer unless you can do the work of eight or ten people on one salary.
I've done this, it's not sustainable.