There are hundreds of people like this in the org, each responsible for one tiny brick. These people are included in dozens of projects and have a small task for each of these projects for a few weeks, then go to the next project. It is unreasonable to demand knowledge for all projects, the org is simply too big.

Personally, I'd say they need a more focused organisation: Everybody on 1 project at a time, and an enterprise architecture that does not sprawl one business task over all these tiny items so meaningful work can be done in 1 team. But this would require the top to loosen control a bit and trust people under them more. To be honest, it would also require all the people at the bottom to be more trustworthy and think about more than their own tiny world.

Trust relations in both directions are basically broken, the top tries to control their people like puppets, and the bottom reacts by protecting their own world against not always well though out orders from the top, no matter the impact on other people's work. Now you're talking about re-tuning the culture of a big corporation, which is very hard.