Companies have this odd idea these days that everyone is replaceable (well, big companies.. Smaller ones still sometimes have a clue)..
They often lose the good people, and assume they can replace with anyone, and it can be years later before everything falls over in a catastrophic failure that the good skills would have avoided entirely... Think it was RBS that had a critical failure because they'd got rid of all their good techs, and the 'cookie cutter cost cutting replacements' used to save money made a mistake that the real skills knew had to be watched like a hawk and managed carefully. Big oops that took days to sort out, and cost billions, and a huge reputational hit.
Companies are being run by accountants and financiers these days.. Don't give them too much credit for understanding operations, or what's critical..
One anecdote I have, as example, was attending a disaster recovery symposium for a huge national (and life critical) institution. This was intended for management levels, and being as I was one of the prime technical managers of one of the local sites (still with 5k employees at that site), I was in attendance.
I consistently scored at the top of the assessments in each of the activities in the groups I was placed in, as due to IT experience over the years, I practically lived, breathed and slept disaster recovery and business continuity. When queried how I got such high marks, I simply explained to people that this was how IT had to run, and had been running for years to keep things running with as few issues as there were, which gave a lot of people around a new found respect for the trade (which was good).
In the final phase of things, when we are all together for the last question and answer session (a good couple of hundred of us, all the groups combined), one of the chief executives of a local site piped up, and asked how this seminar was supposed to be any help, as it was all much too detailled, and she didn't need any of this this, and didn't need to consider it. The guy running the seminar (who was responsible for implementing the business continuity of the organisation as a whole) asked her what she thought was needed.. The response was that all she thought she needed was the contact details of all her managers so they could talk to each other over mobile phone in case of a disaster. He returned a pointed question, inquiring as to what about all the general staff who dealt with the clients, and ensured safe operation. She replied that they were always just there, and so didn't need consideration in a disaster recovery plan.
That is the level of myopia that is often encountered. Bosses aren't magically endowed with a real understanding of anything. They don't understand that people, especially ones with experience, are critical to keeping things running smoothly. Sure, you can bring in people with general theoretical knowledge of something, but when there's a crunch, or an abnormality, by and large, you want people who are well drilled over years, not someone who'll be re-reading all the documentation with no in depth knowledge to make the process smoother.
Yes, you can, with extremely good documentation, keep things running with little experience and knowledge available, but don't expect it to be anywhere near as painless as it would be with skills and experience.