These problems arise when the company grows. As long as the founder is in charge, and the number of employees is limited, the mutual understanding and motivation among managers is sufficient to limit “friction” to a minimum. Then, e.g. a new ambitious sales director comes onboard to reorganize the sales department. The changes might be positive overall, but the former mutual understanding with the director of Manufacturing is no longer there, leading to tensions, that evolve in a search for a “scapegoat” in meetings with the CEO.
It happens all the time: as soon as we find a solution for a problem, the solution becomes a problem itself. The division of labor is not an exception: it increases the productivity indeed, but it also decreases in other cases.