Complex processes are rarely planned and controlled as a whole.
A finely organized structure based on the division of tasks, without an overall overview, leads to the fact that a person or organizational unit optimizes activities and tasks in their area of responsibility according to their own, individual goals. This is very often the case in rapidly growing and successful organizations. That is why it often causes, and in the end, even becomes accepted as unnecessary complexity without optimal final solutions.
Responsibilities are often defined long ago and are closely related to the leading (strong) personality of the individual. Even the organizational structure, which is recognized as a fault, is often retained, due to the fear of individual arguments.
Significant costs arise from certain needs/requirements that were defined a long time ago. As they are often not under the influence (supervision) of executives or direct superiors, they are often not asked about or are accepted as immutable.
