Wouldn't it be easier to measure the P&L of a product (i.e. the output of a product-mode team), vs. the contribution of a single project to the company? I agre

Wouldn't it be easier to measure the P&L of a product (i.e. the output of a product-mode team), vs. the contribution of a single project to the company? I agree that the product/project dichotomy doesn't solve the silo problem entirely, but it seems to make it easier to tackle if the organization is inclined to do so. I think you're right that in the case of some organizations, the momentum of a product team could cause it to be harder to scale down than a project team (since it's expected that all project teams will wind down after a fixed time), but I don't think it's a clear win either way.