That's the success case. In the failure case you have emboldened, pressured teams jumping in to make a "quick fix" or "that feature we needed" in a codebase for a team they've never heard of, and leaders cheering it on in the name of progress.

Not every company is going to see those boundaries and stakeholders as features, and they'll be under pressure to "mitigate those blockers to execution". That's where the cognitive debt skyrockets.