Compare that to 3 engineers struggling through solving problems in isolation because they lack information that is in each other's head.
Culturally traditional management is biased to create the 3 struggling engineers scenario because most management strongly believes that people working on many tasks in parallel is peak efficiency. You see this manifest in places that run the Jira + PR feature mill. Staff that complete lots of jiras and have lots of green dots PRs in their GitHub profile are considered "peak performers"
The fortune 500 is littered with companies full of this anti-pattern. Less so each year though, because if amazing execution on digital transformation matters to the business, to the extent those 3 struggling engineers execute poorly, the competition slowly eats the incumbent's market share.
There's a big difference between "free flow of information" between engineers and enforced mob programming. The former often works quite well with just regular unstructured meetings, whether face to face or online.
Culturally traditional management is biased to create the 3 struggling engineers scenario because most management strongly believes that people working on many tasks in parallel is peak efficiency. You see this manifest in places that run the Jira + PR feature mill. Staff that complete lots of jiras and have lots of green dots PRs in their GitHub profile are considered "peak performers"
The fortune 500 is littered with companies full of this anti-pattern. Less so each year though, because if amazing execution on digital transformation matters to the business, to the extent those 3 struggling engineers execute poorly, the competition slowly eats the incumbent's market share.