Scientists and researchers are primarily working to build their own brand and to make a contribution which can be tied To them.
A team of s/w emgineers is working to build a cohesive whole. Much different goals and incentives.
Multiple software engineers working to solve the same problem in isolation will arrive at different solutions. Some may work better than others, but that's irrelevant; what's important is that these different engineers will have all achieved a complete understanding of the problem and its solution, and when they collaborate on a new, more complex problem that builds on what they've already done, they each bring their own unique perspective to the table.
This is why side projects are so absolutely crucial to a software engineer's mastery of his or her craft; by working through a problem alone, the engineer not only gets a better understanding of the problem, but is also able to apply diversity of thought to a team's problem set.
And that'w why no software engineers working on teams will ever win a nobel prize.
I don't mean to be disingenuous, but did you ever stop to think why team work is so drummed into us?
It's not because teamwork produces better results, it's so corporations can treat us as interchangeable cogs. They want knowledge spread across a whole team to 'de-risk' their projects in case someone leaves.
They know full well that the best work is done by expert individuals, but they choose to promote teamwork anyway.
Teams can certainly achieve things that are too large for an individual. And yes, what you said do exist (and on some projects it is even a good thing).
I don't think there are easy general answers, except that all the energy promoting team working is there because nobody likes it. If it's a good or a bad thing, that will probably change every time.
Also why is it so weird to see your company wants you to be replaceable? It’s up to YOU to differentiate yourself.
I was just pointing out that they over-promote the 'effectiveness' of teamwork.
They sell it based on improved problem solving, when they really want it for operational reasons.
Likewise, software engineers have incentives to carve out fiefdoms within their company as a path towards recognition and promotion; building one's own team/department within a company begins with these kinds of contributions.
It applies to anyone attempting to do something new, which does exclude most software engineers. Goals and incentives matter, of course, but are secondary here, I think.