Before the factory, a craftsperson's work carried their name, and their name carried their reputation. Quality was not inspected in; it was inseparable from the person who made the thing.
Industrialization split that unity into functions: engineering, brand, communications, each optimizing its own metrics, each increasingly blind to the others. William Morris called it what it was: workers reduced to "slaves to machines," stripped of the satisfaction that came from controlling the whole.
What replaced individual accountability was the silo. Efficient, but only coherent if someone actively manages the connections between functions, something most organizations still fail to do.
Peter Drucker spent his career trying to recover this. He argued management demanded integrity and responsibility for outcomes, not just technical competence. In substance, he was describing the guild master's job in twentieth century terms.
Coherence was never a communications problem. It was always a structural one.