I read an excellent book some years back, Specialization & Trade by Arnold King that reframed the basic economic principles around those to factors, and the ladder of progress they created. It’s a compelling argument that I (think!) I’ve largely internalised, but in terms of a practical experience, I continually underestimate the power and effectiveness of proper specialisation.
I had an example of it yesterday when I somewhat casually mentioned a work problem to a colleague. It was in the wheelhouse of their team, and they proceeded to solve it. What was impressive was not just their effectiveness but their completeness - they addressed the issue to a level beyond what I would have even considered, but in retrospect would have definitely desired.
A friend of mine once remarked that he could do the job of everyone on his team at least as well as they could. While that might speak more to his boundless confidence than reality, I think it also represents a certain view of the work. If it is possible for it to be true, there would likely be room to increase specialisation and get better results.
I think there is some tension in organising that way due to concerns of single points of failure and bus factors. It seems a steep price to pay to avoid those concerns though.