Sometimes layers are created to hinder change, responsibility, and good effort.
For example if you have a decision to make and you add multiple layers to that decision, it's possible that you will never have to make that decision because the layers will be so cumbersome, people will just give up and you will never be tasked with doing the work at hand.
Layers can act as a distraction or hindrance to the potential possible.
As much as possible we should streamline process, communication, and decision making rather than add multiple layers of people or process to slow down or impede good wok.
Yet, on the other hand, sometimes layers can help out by adding important levels of consideration and vetting so that the best work rises to the top--this is when layers can work in advantageous ways.
In the end, processes need to be considered carefully to see if they are over-layered, under-layered, or layered just right. Just right layers help process to serve potential whereas layering that is not just right hinders the potential possible.