Organizational Obstacles to Interface Design and Development: Two Participant-Observer Studies
Organizational Obstacles to Interface Design and Development: Two Participant-Observer Studies 
Many people who are involved in the creation of interfaces seem to know the following design principles, or at least consider them as obvious.
Early focus on users
Early -- and continual -- user testing
But is the theory applied in reality? This paper tries to analyze the influence of the organizational structure to interface design by studying two organizations.
The authors identify many problems: Distributed responsibilities lead to inconsistent designs. Physical distance, formal communication and communication channels limit the very necessary communication between developers, users and interface designers.
It also seems like that management prefers a clean hierarchical structure with defined communication channels over a lean, efficient structure.
In conclusion, even if someone wants to apply the design principles, it would be very hard in the described structures.
Quotes from the involved people make the paper more vivid.
Detailed analysis of the structure, their influence and flaws.
Summary box to sum up the main findings.
As mentioned in the paper: Only two "old" organizations are observed for one month.
Why was the Marketing considered as of limited use for the developers/interface designers?
Why is indirect and formal communication sometimes ineffective?