We have a partner team that ostensibly manages the partners, but the sales team already does this as all sales go through partners, so the partner team just makes up reports and busy work for the sales people to extract data from them.

We have a sales engineering management team, but the sales engineering team just used to report into the regional sales leads, which gave them about double the time to do actual work because now this unneeded management layer has to create work, initiatives, and reports to justify their existence, but all it accomplishes is sapping about half of their teams time away on tasks that usually actually make their effectiveness worse. I have held both of these jobs.

The worst thing is that all of these silos are fighting over the same KPI’s so if one wins the other loses. The sales account managers are stuck in the middle because they decide how to make the reports work so that one or the other side wins.