Eh. I think the division of the work is only secondary to the quality of its organization and planning, which is almost always done by one or two core people on

Eh. I think the division of the work is only secondary to the quality of its organization and planning, which is almost always done by one or two core people on each team, regardless of the team size. Even a 6 or 8 pizza team could be high-performing if the team members all cooperate very well and have the same ideas and expectations. Meetings would take way too long, but who says we need daily meetings, or to have everyone there for them? You could have a nearly flat hierarchy, and if all team members took their own initiative to coordinate and perform work in a way that integrates well, you don't even need N-pizza teams. You just need people who take initiative. This is very rare, I think, but it can be taught. If you're the leader of an organization, focus on teaching people how to be self-organizing, how to care about a whole product, how to anticipate, ask questions, offer help when it's not your job, and find alternative solutions to work problems (ex: "they told us we can't do that" "why?" "I don't know" often has an alternate solution that just isn't immediately apparent)