> I always wonder having worked in a lot of startups with 10-50ppl, what on earth a business does with 10000.

If a small business needs to send a replacement widget to a customer in a foreign country, they label it "$0 value" (as it's a free replacement part) and mail it with a swipe of a corporate credit card.

If a large business needs to do the same thing, the sender asks the mail room, giving them a budget code and delivery address; the mail room contacts the widget designer for a HTS code, size and weight; then contacts their shipping broker for a quote; then contacts the finance department to raise a purchase order; the finance department contacts the budget code owner for spend approval; then raises a purchase order; then forwards it to the sender who forwards it to the post room who forwards it to the shipping broker who arrange a collection. Later the shipping broker will send the post room an invoice against the purchase order, which they'll send on to finance, who'll query the sender who'll approve paying the invoice.

> Even if the AI piece isn't really true - smaller flatter teams will move faster anyway.

Quite possibly - but you have to remember to remove the bureaucracy, not just remove the people who operate the bureaucracy. If you try to do the large business process with the small business team, it'll be even slower.

Seconded. My experience has been that -- even while still complying with lots of overhead (e.g. government regulations and compliance) -- smaller teams of 1-3 devs move waaaaay faster than teams of 4-10. Could definitely speak to the overall codebase quality or some other factor, but yeah.

Every business metrics needs people to safeguard. That's how you get the number of ppl.

Sure but it'll still be a 6000+ team - I doubt nimbleness will occur now.

They're still a megacorp, roughly, with like 6k people remaining. That's a huge company. Huge companies need hierarchy to function, the "flat" thing is a really dumb idea. There's no way to make it analogous to that <50ppl team that executes well and moves fast. To do that you actually need to have a small company.

First you take a 50 person org. Then (for scale) you hire highly motivated performers who, because they came up in big orgs, are used to using 50 people for three years to do a project six people can do in three to six months. Then you create incentives that make them compete for standing. And the standing also depends on their personal scope (ie headcount).