The club decides on a style of play, then they hire a manager to implement it. The manager is responsible for engineering a well-functioning system able to serve the style of play. Of course, he should always have a say regarding the shape of the squad, who comes and who goes. If the executives are going to muffle his voice during the transfer windows and bypass his judgements to "protect the assets", they should trade the shirt and tie for a tracksuit and go teach the system themselves, too, because they don't really need a manager, but a yes-man.
Ideally, after assessing his players, the manager decides on a few possible formations to make his system work and analyses the roles of the players (and their variables) within the tactical set-up(s). At the end of this process, he identifies the weakest links which must be addressed when the transfer market opens. The scouts offer a list of possible targets to the DoF. The latter with his knowledge of the market and the club's finances will discuss with the manager the best way to move forward. Once they reach a conclusion, the scouts and the DoF should convince the manager which are the best options in player recruitment. Not because they must defer to "the cult of the manager", but because the manager's the one who must make it work and if the wheels come off, it's always his head under the guillotine. Similarly, if the manager is adamant about a specific player, he should also be able to plead his case and convince the DoF and the scouts that he's right. Edwards, Fallows and Hunter talked to Klopp and convinced him that Salah was the best option, they didn't leave him out of the equation.
Within these fluid parameters and once all the different personalities have managed to find a way to understand each other and work together, we can all move forward. Just like in any sane working environment. Delegation of duties isn't about shutting people out. You say you want the modernization of the club, but what you're really asking for is to trade one "father figure" for another. Mistakes are bound to happen in an environment where assessments and valuations are almost a daily process. Nearly 1/2 transfers turns out to be a dud one way or the other. The best thing you can do is follow a process that makes sense on the pitch. The Ineos people may come in and make a few bad signings themselves. What then? Off with their heads and go back to searching for the new Ferguson? It should be about maximizing the potential of the decision makers. It's not the dick-measuring contest and the melodrama between the song-writer and the front-man in a rock band most of you imagine it to be.