Anyone who has worked in a corporate setting is familiar with meetings where 20 or more people attend, discussions stretch endlessly, yet no clear decision emerges. Addressing this very challenge, Jeff Bezos, founder of Amazon, introduced the now-famous “two-pizza rule” — a principle that continues to influence organisations worldwide.
A simple idea to cut bureaucracy
The two-pizza rule suggests that no team should be larger than what two large pizzas can feed — typically around 5 to 10 people. The logic is straightforward: smaller teams communicate better, take ownership, and make decisions faster. Bezos introduced this concept early in Amazon’s growth to prevent bureaucracy from slowing innovation.
Rather than focusing on food, the rule aims to reduce complexity. Large teams often lead to diluted responsibility, endless discussions, and slow execution. Smaller groups, by contrast, foster clarity and accountability.
How smaller teams boost productivity
In compact teams, every member has a defined role and a voice. Collaboration becomes more meaningful because individuals cannot fade into the background. Meetings are shorter, discussions are focused, and outcomes are clearer.
Such teams are also more agile. Decisions that might take weeks in large groups can be made in hours. In a fast-changing business environment shaped by technology, remote work, and artificial intelligence, this agility often determines success.
The broader philosophy behind the rule
Bezos envisioned Amazon not as a single massive unit, but as a collection of small, autonomous teams solving specific problems. This structure allows organisations to scale innovation without becoming rigid or slow.
Multiple small teams can experiment, fail fast, and refine solutions, while large teams risk silos and stalled progress. The philosophy prioritises depth of ownership over sheer numbers.
Lessons for today’s leaders
For managers and organisations, the takeaway is clear: review team sizes and structures. Smaller, empowered teams often lead to stronger engagement, higher morale, and faster results. While restructuring may take effort, the long-term benefits in speed and effectiveness can be significant.
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