> The post makes a good case for why it's a bad idea to split a business problem into slices.
Why it's a bad idea is indeed demonstrated. But why it happens in practice is not just to obey the "small team" mantra. It's also because as organizations and products mature, the law of diminishing returns kicks in: once easy gains have been made, achieving more gains requires tackling more complex problems - either because they are actually more complex in themselves, or because of the environment has become more complex.
> Even though you have multiple small teams, they still need to closely coordinate with each other.
> But I can't find the next post in the series which proposes a better alternative. Anyone else had better luck?
That complexity actually means that whatever the way you organize, you're going to have more people involved. That's when you need good managers - what I call a good manager is not only competent to manage their own team, they're also good at making their team play in a more global picture without necessarily having a boss telling them to do so.
These are great points. I disagree with a lot of this article, because it oversimplifies the problem without considering things like this.
Another related problem it forgoes discussing is the idea of planning. Once these problems get harder, the need for people to sit down and design a solution grows, sometimes exponentially. Yes, you need good communication, but you also need something to communicate and agree on. How many small teams in big orgs have even a simple design doc to work from?
Why it's a bad idea is indeed demonstrated. But why it happens in practice is not just to obey the "small team" mantra. It's also because as organizations and products mature, the law of diminishing returns kicks in: once easy gains have been made, achieving more gains requires tackling more complex problems - either because they are actually more complex in themselves, or because of the environment has become more complex.
> Even though you have multiple small teams, they still need to closely coordinate with each other.
> But I can't find the next post in the series which proposes a better alternative. Anyone else had better luck?
That complexity actually means that whatever the way you organize, you're going to have more people involved. That's when you need good managers - what I call a good manager is not only competent to manage their own team, they're also good at making their team play in a more global picture without necessarily having a boss telling them to do so.