A more-prosaic example: I worked at a company where their internal enterprise software was sometimes the battleground between different groups, in particular Operations kept trying to put in guardrails to prevent commission-driven Sales from closing unprofitable deals.
hmm. in hindsight, that sounds like the first company i worked at, as a dev on the ops team. i was oblivious to those higher level strategies, and set out improving the internal orchestration software. it felt like each optimization and bug fix i released caused the rest of the ops team to resent me, even though it drastically reduced after hours pages and let them focus more on their long term projects. now its pretty clear to me that i was an expert beginner; its likely true that the work i was doing in the ops team ended up improving the sales team's positions with leadership, rather than the ops team that i was a part of.
in the end, though, our customers benefitted from the better internal ops tooling, and the customer experience improved. some deals were unprofitable from an ops perspective, but in my opinion the ops perspective misses the forest for the trees. sometimes a short term loss is a longer term win, and thats literally what a sales team is for. if ops doesnt trust sales, the org suffers.
A more-prosaic example: I worked at a company where their internal enterprise software was sometimes the battleground between different groups, in particular Operations kept trying to put in guardrails to prevent commission-driven Sales from closing unprofitable deals.