You are right in many senses. Modern organisations do value specialisation, and tend to perceive the organisation as a legible machine with specialist component

You are right in many senses. Modern organisations do value specialisation, and tend to perceive the organisation as a legible machine with specialist components. This tends to be particularly prevalent among HR, professional management, outside consultants and such. That sense, I think it's a false perception. Organisations don't really run on specialisation. Generalists are what make the organisation run, with the mist important specialisation being specialisation in the company itself. Realistically, very few of the supposed specialists really are specialists. There are, of course, a few roles where specialists reside. Roles that require deep or intricate knowledge, but these tend to be few. IMO, many of the failings in modern organisations are related to this tension between theory or ideal and reality. People are handed specialised roles, and then expect to be handed tasks that map to this speciality. Very often, the real problems don't fit this mold. This is where we get team where no one can do anythibg unless everyone is doing. everything. It's where we get busywork, because middle managers job becomes finding tasks that fit neatly into roles.