> Does this magically unblock people? Yes? Removing and/or minimizing detractors/hangers-ons/randoms from a project is an important part of running a project.

> Does this magically unblock people? Yes? Removing and/or minimizing detractors/hangers-ons/randoms from a project is an important part of running a project. Especially in corporate scenarios where telling people to go pound sand is, unfortunately, not an option, more elaborate strategies must be employed. > If coordinating teams creates as much problems and impedance as you claim, how come Uber hired them to begin with? I mean, either Uber was shooting itself in the foot then, or it is now. Which one is it? Are you thinking that humans can predict behavior and evolution of social systems, and especially how they would behave after some change is forced upon them? In my opinion, that cannot be further from the truth. Any sufficiently complex social system, which Uber with 30k+ employees definitely is, exists and evolves more or less independently from how any one individual part of this system might wish. Even if it's a CEO. Uber leadership thought cross-team coordination would help them, so they hired a bunch of people to do it. That might have been a correct idea at a time, or at least on paper, it looked like a correct move. But in the end, it did not pan out. So they probably shot themselves in the foot back then. Did they shoot themselves in the foot now? Who knows? (Spoiler: no one) We'll see once enough time has passed.