The author is writing about the common story of how to grow and scale. Each team gets a product, spinning off teams, etc. What if like most products there is a ramp up period where you need a full team (or teams) and then a few years later the product needs at most a fraction of the people to maintain the product? All of these people are going to "do stuff" because they are paid to do stuff further increasing the maintenance burden. You run head first into the common problem of:

"I have 1000 engineers and I can't get anything done!"

In the worst case the CEO solves this by doing lay offs. Been thinking about this problem for over a decade, making effective engineering organizations that can not only grow, but change shape is difficult, but can also be very rewarding when done successfully.