Personal opinion, take with a grain of salt: Once you hear the term 'organization' used within an organization (i.e. "project alpha is moving under person x's

Personal opinion, take with a grain of salt: Once you hear the term 'organization' used within an organization (i.e. "project alpha is moving under person x's org") there is a decent chance that Trouble Is Afoot. The trouble is that alignment is no longer guaranteed to be around the company's stated mission. There is a good chance that it is about territory building and poaching of internal staff and competing for important projects. And even if those aren't occurring, it's hard to prove to staff that they are not. A strong leadership team can manage these frictions carefully and turn inter-team and inter-personality competition into results, while reinforcing and repeating the overall company mission. But to an employee on the ground it may no longer be a transparent case of "we're all pulling in the same direction". One possibility to break through this scaling barrier might be to promote smaller organizations which assemble on-demand, akin to a film production team, and work on projects which the team is genuinely motivated to deliver. That requires a strong stated vision that a team can band behind. The next question becomes: who maintains such projects if the initial team moves on? I'm biased but my preferred response would be that open sourcing each project can lead to sufficient community collaboration and maintenance in the case of successful projects, or in the worst case (if no adoption occurs) a corpus of code which may still provide gems of value for future projects searching for snippets of functionality.