We weren’t sure how far to take the two-pizza team concept, and at the beginning it was planned solely as a reorganization of product development. Seeing its early success in speeding up innovation, we wondered whether it might also work in retail, legal, HR, and other areas. The answer turned out to be no, because those areas did not suffer from the tangled dependencies that had hampered Amazon product development. Therefore, implementing two-pizza teams in those orgs would not increase speed.
This is great. I've read several articles about two pizza teams and how they work. But I never came across anything about where they work well or the situations where they don't work at all.
