I agree that this may well be an indicator of a dysfunctional organisation.
In a previous life, the strict remit of the testing team (two of us) was to test applications that the in-house devs had created. (Not that anyone told us that that was our remit until I raised issues from stepping outside it.) This meant that when the company bought third-party applications in, or did IT work that didn’t originate with the in-house dev team, such as the company website, no-one tested these things.
That meant that when third-party apps were stood up on our network and were supposed to interact seamlessly with existing business workflows, no-one actually checked that for correct functionality in any methodical way. It meant that the website was never checked for content or functionality. It meant that when third-party apps were deployed, they weren’t checked for embarrassing failures, such as an online teaching tool having an appallingly obvious typo in a big caption over the top of a voiceover by the CEO, or relying on completion of one module before moving on to the next but the hand-off of the first completed module not completing properly and so preventing users moving on to the next.
I had an oh-so-polite argument with the board member responsible for IT over this sort of thing. I pointed out that we weren’t doing user acceptance testing, which when we were paying for stuff was not a good idea. He disagreed and said that I should stick to my strict remit (see above). He won. (Funnily enough, we are now good friends - online, at least.) Six months later, after he’d been let go and I was on the same path, the company went public with a new office and issued a social media post saying “Click here for a virtual tour of our fantastic new city centre offices!”.
Guess what. The link didn’t work.
I took a certain amount of pleasure in posting “You’d think someone would have checked this before publication. Oh no! I forgot - you SACKED all your testers!”
It is in the nature of testers to test. Yes, there may be limits to the testing that you do and report within the framework of a particular project’s timetable. But that should not stop anyone from exploring the app further if they have the time and ability, and offering to report issues no matter where they spring up. If nothing else, making a private note of issues discovered so that later on you can lay them on the table and say “I told you so” should highlight the spaces where an organisation’s dysfunction is harming them. The rest will be up to the management.