Enterprises are not organized to facilitate interactions, only the actions of parts taken separately. Even more, compensation structures normally reward improving the actions of parts, not their interactions. This is why conventional jobs are increasingly inhibiting flexibility and contextual responses to new problem definitions or new technological solutions to old problems.
Rethinking skills and responsibility
Esko Kilpi

Agreed. I’ve seen this in terms of hierarchy, where executive power was measured in terms of the number of people reporting to the leader. Most of the time, budgets are defined by division and hierarchical level as well. This inhibits the ability of the organization to adapt and transform in a cohesive way to ever-changing contexts.