I experienced this badly at the final team I was on at my last employer before leaving, which was very unfortunate because the team I was on before that was the highest-performing, most consistently delivering team I've ever had the pleasure of being a part of at any company in any industry.

The microservices there were anything but. Not only tightly coupled, but coupled at build time, such that we had a mountain of custom Ruby libraries written by one person to parse and publish Apache Ivy files no matter the underlying build and packaging system, to construct dependency trees and build orders for this massive Jenkins infrastructure that rebuilt the world several times a day. It got even worse, because the development teams were building fat jars, then the pipeline team was putting those in fat containers, then we were shipping the containers, except across an air gap. So we're generating gigs of data every hour that some poor souls have to physically burn to DVDs and sit around waiting for hours while virus scanners approve it to go into the runtime system.

But I don't think the issue was so much a dark ages problem that nobody understood what we were doing. It was just myopia. Nobody understood the impact their decisions had on downstream and upstream teams. Architects were pitching great ideas to customers, managers were making tremendous promises, and neither had any idea that the as-built system came nowhere near matching the glorious vision they drew up on a whiteboard. And the developers didn't know the whiteboard vision even existed. They just saw tiny chunks of single-sentence Jira tickets with no context and no idea how they fit into the larger system.

It's the Buddhist koan thing about 10 people looking at an elephant but nobody seeing an elephant.