I think the author is refering to communication outside of the team.
Sure, inside the team there is lots of communication, and the business is probably setting the stage on a quarterly scehdule or something along those lines?
Sure, inside the team there is lots of communication, and the business is probably setting the stage on a quarterly scehdule or something along those lines?
I feel that once two teams, no matter how closely related, get the feeling of two different "mandates" (often personified by two managers, sometimes not), it becomes very expensive to keep them aligned. It is probably faster(wrt achieving the end goal) to go with fewer people in one team.