This is mentioned in this " Development Team Efficiency " on Cool Shell .
===Enter the text===
Leaders only want results, not processes.
Most leaders are like this: they care little or nothing about how the teams below work together; they care only about whether the end product or mission can be accomplished. Such leaders generally only care about whether the goals and tasks can be completed in the short term, and ignore whether the way to achieve the goals is appropriate and whether it is in line with sustainable development.
Therefore, there may be a lot of work for the cooperation between the various teams below.
For example, the responsibilities and tasks that belong to Group A are carried out by Group B. Especially when group B is a downstream team or a support team in the entire workflow, there will be more elements of labor. Sometimes when the human resources of Group A are not very sufficient, the leader will even explicitly assign the personnel of Group B to do the tasks of Group A! (Just wipe the butt for Group A)
(There are many leaders who make decisions just by patting their heads. These days, "leader" can be used as a derogatory term. It's like "expert".)
Substitution is harmful.
The division of labor is for high efficiency. Let more professional people do more professional things. The division of responsibilities between different teams must be very clear and distinct. Different teams have different skills. The labor between teams is definitely thankless and a waste of resources . It's fairly light. Serious cases may directly lead to the resignation of members of Group B. (Is it cool to wipe your butt for someone else? If you don’t feel good, then leave your job.)
Furthermore, who will pay for the resources consumed by doing the work? Will Group A be willing to allocate some of its own salary, promotion and other resources to Group B? Certainly not. If you want, it is better to directly merge the manpower of Group B into Group A and become a part of . If you have to do it for you, there must be something wrong with the organization.
Teamwork must be service-oriented.
The service team should define a set of interfaces and develop a common platform that allows other groups to self- service access to the required service content. The specific service work is automatically completed by this platform. Minimize the need to deal with the specific business of other groups. Of course, the business logic of the platform itself should be decoupled from the specific business of other groups.