This happens when teams work in silos. Each team thinks their work is more critical and they are the best people to do it.

The root cause however is lack of alignment. Each team might know what they're supposed to do perfectly well. Even if they're good at executing it, they cannot see how it ties in with all the work that's been done in other departments. Sure, they'll know what they're supposed to do. Fingers get pointed very easily when things go wrong (costing department gave wrong figures, etc).

This causes a lot of friction in an organisation. It also lowers the quality of work that could happen.

The onus usually lies on the the managers and senior management who can see each department’s work and are responsible for a collective output. But they also struggle with each of their departments not really cooperating or coordinating smoothly with each other. Same story scales to the entire organisation.

There usually are hard limits of not being able to align everyone to a singular goal. It could be too much information, lack of perspective, a need for secrecy or even a missing objective to work towards.

But the simplest and probably only way to get everyone to work in alignment is to align each individual in each department. Once they know how the other departments contribute to the overall objective, they can atleast relate better. Even if they don't understand the full implications and nuances (which is anyway not necessary), all you need to show and repeat is how things can work only together, not in isolation. Break down silos actively and continuously.

In fact, it is better to intertwined the systems in such a way that performance is the default. Like the efficiency of an F1 team!

Ciao