I think what the GP was referring to was the "new" owner of Sears, who reorganized the company into dozens of independent business units in the early 2010s (IT, HR, apparel, electronics, etc). Not departments, either; full-on internal businesses intended as a microcosm of the free market.

Each of these units were then given access to an internal "market" and directed to compete with each other for funding.

The idea was likely to try and improve efficiency... But what ended up happening is siloing increased, BUs started infighting for a dwindling set of resources (beyond normal politics you'd expect at an organization that size; actively trying to fuck each other over), and cohesion decreased.

It's often pointed to as one of the reasons for their decline, and worked out so badly that it's commonly believed their owner (who also owns the company holding their debt and stands to immensely profit if they go bankrupt) desired this outcome... to the point that he got sued a few years ago by investors over the conflict of interest and, let's say "creative" organizational decisions.

Sears had horizontal market where all of it did basically the same thing. Samsung is a huge conglomerate of several completely different vertical with lots of redundant components.

Sears was hardly horizontal. It was also Allstate insurance and Discover credit cards, among other things.