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just goes to show how confused Amazon's product strategy is when these models have already been available on JumpStart. When a company becomes large enough that teams start developing parallel products without collaboration, that's when you know its grown past the point of efficiency.

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It's more of a tradeoff than just inefficiency/size. Either you push decision making power up the chain so people have a larger view and can see duplicated effort, but then you take longer for each decision as info moves up and down chains (more like apple, Microsoft), or you give teams more autonomy, each team can move faster, but you duplicate effort (amazon, famously with the 'make your shit available to other teams via an api' strategy to mitigate it a bit).

In my firm there are two parts offering pretty much the same product to two somewhat overlapping segments of the market. The parts are not integrated. It feels good to have an internal benchmark to our performance. We try actively limit politicking (hard) but do succeed in benchmarking, sharing best practices and even successful (IT-)implementations. (I know you write without collaboration. Just wanted to add feeling to internal competition with collaboration.)

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