Why Small, Cross-Functional Teams Outperform Big Committees Every Time
At Amazon, teams are famously limited to the size that can be fed by two pizzas—a principle that sounds quirky until you see it in action. When launching a new internal product, one such team found their ability to talk face-to-face, share all updates instantly, and adapt quickly meant problems were spotted and squashed before they could snowball. There was no waiting for the right meeting or the okay from five separate departments—hardly any stalls at all.
Over at GE, early FastWorks project teams did the same. Whether engineering a next-generation diesel engine or overhauling a supply chain process, the groups who worked cross-functionally but in small, totally dedicated teams were the ones producing surprising leaps in product speed and customer satisfaction. These teams avoided the 'committee effect,' where everyone gets to comment but no one has skin in the game, and tasks often get spread across so many people that nothing gets done quickly—or well.
In the behavioral science world, research into group process shows small, purpose-built teams are more likely to build psychological safety, avoid component failure, and maintain alignment, especially when fast learning and course correction are needed. In rapidly-changing environments, this focus on small, diverse teams has consistently proven itself as a driver of both innovation and execution.
Grab a whiteboard or a notebook and, before kicking off your next project, assemble a team with just enough people—and skills—to handle every core need, but no more. Make sure each person owns a clear responsibility and that the group is focused only on the main goal. Commit to short bursts of focused work, checking in as a group, and be ready to adjust at speed whenever needed. With a focused two-pizza crew, expect communication and results to speed up—and meetings to get a whole lot tastier.
What You'll Achieve
Internally, you'll gain a stronger sense of team responsibility, deeper engagement, and reduced confusion. Externally, you'll get faster execution, quicker course corrections, and more customer-focused results.
Build Your Own Two-Pizza Team Approach
Form a team with diverse skills but few members.
Limit group size to no more than you could feed with two pizzas (approx. 5-8 people). Include different roles, such as designer, engineer, user advocate, etc.
Assign clear, unified project responsibility.
Ensure each team is accountable for one clear outcome—no multitasking across unrelated projects. Everyone’s effort should drive towards a single goal.
Commit to focused, rapid experimentation.
Have the team prioritize running quick tests on their main idea, iterate fast, and make course corrections without waiting for approval from unrelated departments.
Reflection Questions
- Are my current teams the right size for speed and clear communication?
- Which skills are missing from my project group, and how could I add them without growing too large?
- How do I ensure everyone on my team shares responsibility for results, not just process?
Personalization Tips
- A student group creating a club event decides to include one planner, one social outreach lead, and one budget coordinator—nobody has more than one project at a time.
- A non-profit launches a new campaign with just two staff and two volunteers from different backgrounds, working closely together without intermediaries.
- A family tackles a home remodel by forming a team with a clear lead decision-maker, a project budget, and a single room focus—not endless discussions or shifting goals.
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