This is far less true than you make it seem, I think. I can think of executives who are very clear decision makers in particular contexts.
But for most engineers, most of the time, you're working well below the level of those executives, and especially if you're engaging with shared infrastructure, the executive who is the final decision maker is Sundar.
For example, I am involved in an issue where 3 ICs whose levels are between 4 and 6 (really this is a simplification), are engaged in dealing with solving a problem. These three ICs are in 3 different PAs, reporting indirectly to 3 different SVPs, who join up at Sundar. It isn't worth it to have the CEO spend time refereeing this decision.
Ultimately this was resolved at the director level, by consensus building, because it would reflect badly on every one of those directors if they failed to resolve it and had to escalate to SVPs or CEOs about something that is, on the company scale, trivial (to be clear this is still a thing that is multiple engineer-years of work, but it's still Google-trivial).
I expect the same is true at Amazon or Apple. Cook and Bezos aren't making every decision. VPs and Directors deal with small potatoes, and most things are small potatoes. The difference may be organizationally that those companies are more siloed and so leaves from different trees interact less often. But this friction also is often intentional and has value (SRE explicitly not reporting up through normal product eng ladders, for example).