this article is the unholy alliance of buzzword and business speak combined with little non-trivial content. Human organizations don't function like distributed

this article is the unholy alliance of buzzword and business speak combined with little non-trivial content. Human organizations don't function like distributed computers just because one assumes so, they don't simply do static work. The most glaring problem is that there's no quantity/quality distinction in the piece. The core theory is: "The work capacity of an organization scales, at most, linearly as new members are added" This is trivially untrue because larger groups enable new complexity to emerge. 10 people can't build you CERN, even if you give them endless amounts of time. They don't hold enough information. A city isn't merely a village of 150 people multiplied by a thousand, and so forth. Quantity has a quality of its own and new behavior emerges from changes in size itself. Factoring work into little modules as the article suggests is the same kind of error behind microservice advocacy. The interesting thing isn't the performance of parts of the system or the sum of its parts, but only of an organization as a whole, including dynamics between it's parts, which in any complex system aren't linear, dynamic or even predictable.