Your example about 911 highlights how mismanaged this whole operation is and how bad any advice there is.
In an emergency situation you single out random person precisely because there are no set processes who should be doing that, so you create responsibility impromptu.
In any half-functional organization work item with a deadline accepted by someone means THEY take responsibility to deliver in time and communicate any blockers. Having to constantly prod counterparty in another team signals totally broken and/or inexistent project management. It fits a lean startup where everyone is responsible for everything and everything is a fire you distinguish right there and move on. It does not fit organization where exponential growth of communication channels means communication becomes the bottleneck.
> In any half-functional organization work item with a deadline accepted by someone means THEY take responsibility to deliver in time and communicate any blockers.
That's what the document was about though. The audience of the document is quite clearly people who will be given the responsibility to deliver a video or product. It's quite literally communicating to them the exact concept you're pointing out here, that you need to establish clear roles and responsibilities. And what's being conveyed is that there isn't a single "one size fits all" responsibility chain. You can't just throw a request over the wall and assume and hope someone on the other side of that wall will come through for you. Most of this document is quite clearly "project management 101". If you're hiring people for a business that is largely centered around having multiple one shot projects in flight at any given time, "project management 101" is exactly the sort of document you want to be handing to new hires. It might be obvious to you, but spend time in any large organization and you quickly come across people for whom taking ownership and responsibility for something and what that entails isn't obvious. Heck I see this on software development teams all the time, where PR requests get thrown "over the wall" at the whole team and the turn around time is delayed as people assume someone else will get to it before they will and forget about it. Most teams I've worked on eventually land on some sort of interrupt or direct assignment system for PRs for exactly this reason, because you need to assign clear responsibility in order to get results turned around faster.
In an emergency situation you single out random person precisely because there are no set processes who should be doing that, so you create responsibility impromptu.
In any half-functional organization work item with a deadline accepted by someone means THEY take responsibility to deliver in time and communicate any blockers. Having to constantly prod counterparty in another team signals totally broken and/or inexistent project management. It fits a lean startup where everyone is responsible for everything and everything is a fire you distinguish right there and move on. It does not fit organization where exponential growth of communication channels means communication becomes the bottleneck.