I think Fred Brooks also talked about that in one of his essays didn't he?
(I guess I'm being facetious because I think everyone should read his book of essays. The hardware platforms have changed dramatically since the 1960s, but the wetware hasn't changed a bit)
The issue most have is that they never tend to think they are the "other" people when reality is its arbitrarily anyone at any given point.
In theory if your process is perfectly optimized and everyone is doing the correct things all the tike and the goals are well defined then this is true. The biggest bottleneck I see in most projects are that there little to no definition in what needs to be done. It's not a handholding task, it's a lack of clear or continuously fluctuating goals. That ultimately ends to people slowing down.
Business leadership wants to hand the goal of "make money" to the engineering team but IMHO that's an unrealistic expectation and shows poor, incompetent, and or lazy leadership. Someone needs to find the demand signal and be decent at predicting future demand to direct the team towards what needs to be created. At some point, if you think you can hand off lofty lazy goals to an engineering team like this then your role becomes questionable because you have a hybrid engineering/entrepreneurial team who could basically work without your involvement.
(I guess I'm being facetious because I think everyone should read his book of essays. The hardware platforms have changed dramatically since the 1960s, but the wetware hasn't changed a bit)