Some processes try to break conceptual integrity. Micro services are one but Scrum as practiced usually tries to stick people into a blind valley where the horizon is months out rather than years. That leads to bad minmaxing behaviors, and/or covert channels being used to keep the wheels on. Scrum theater is especially grating when people who make the sausage have to listen to zealous managers brag about how the process is the source of all of their success. Since they don’t know where the success comes from they don’t see it leave the building to be appreciated somewhere else.
The second time it was my circus, my clowns, someone had divided the backend and front end people into different groups and it was a shitshow. Until I/we discovered that diagrams of user interactions were less than useless for preventing impedance mismatches between the tiers. What you needed were data flow analyses. Particularly for complex data entry workflows. C comes from B, B comes from A. Rework dropped like a rock once I incorporated this into kickoff meetings.