Independence,autonomy,too many small teams

This article examines how organizations misinterpret the 'two-pizza team' concept, creating too many narrowly-focused small teams that actually reduce autonomy and increase coordination overhead. The author argues that true team autonomy means delivering complete customer value independently, not just working on disconnected technical processes. Engineering leaders will learn to organize teams vertically around customer-facing problems, minimize inter-team communication during execution, and focus on broader business outcomes rather than narrow specializations that require excessive collaboration.