“First Proposed Solution: Two-Pizza Team Seeing that our best short-term solutions would not be enough, Jeff proposed that instead of finding new and better ways to manage our dependencies, we figure out how to remove them. We could do this, he said, by reorganizing software engineers into smaller teams that would be essentially autonomous, connected to other teams only loosely, and only when unavoidable. These largely independent teams could do their work in parallel. Instead of coordinating better, they could coordinate less and build more. Now came the hard part—how exactly could we implement such a tectonic shift? Jeff assigned CIO Rick Dalzell to figure it out. Rick solicited ideas from people throughout the company and synthesized them, then came back with a clearly defined model that people would talk about for years to come: the two-pizza team, so named because the teams would be no larger than the number of people that could be adequately fed by two large pizzas. With hundreds of these two-pizza teams eventually in place, Rick believed that we would innovate at a dazzling pace. The experiment would begin in the product development organization and, if it worked, would spread throughout the rest of the company.”