Teams, in software engineering, form because of success. Without success, the firm wouldn’t be cursed with the problem of having so much talent to have to organize in some way. A founder can easily reduce the complexity in their human organization, and their lives, by simply not hiring any more than seven technologists to work with them on their mission. For some, this is viable. For others, this is not. Teams emerge in response to scale. They are either formed as by product of centralized hierarchical command structure, or they emerge as a product of network cohesion/polarization. To the extent that either formation is aligned with the vision, goal, mission, or purpose of the organizational chrome is a function of[…]