Amazon, one of the largest companies globally, founded by Jeff Bezos as a modest online bookstore in a small garage, has evolved into a corporate behemoth with a staggering annual turnover of approximately 469.82 billion U.S. dollars as of 2021. However, this remarkable success story wasn't crafted in a day. It's the culmination of a myriad of policies and strategies that fostered a culture enabling not just survival but unprecedented growth. Central to this ethos is the Two-Pizza Rule.

Does it have anything to do with eating scrumptious pizzas? 

Well yes!

In Amazon's early days, Jeff Bezos implemented a rule: every internal team should be small enough to be fed with two pizzas. Contrary to merely trimming the catering budget, this rule, like much of Amazon's ethos, was driven by two key objectives: efficiency and scalability. Efficiency is straightforward; smaller teams spend less time managing logistics and updates, allowing more focus on tasks at hand. 

However, scalability is where the rule truly shines for Amazon. The beauty of having numerous small teams lies in their ability to collaborate seamlessly and tap into the company's shared resources to accomplish broader objectives. This interconnectedness is vital for Amazon's success, enabling diverse teams to align their efforts and leverage the collective strength of the organisation to tackle ambitious goals.

Benefits of the 2-Pizza Rule

The rule, which has become the talk of the town, offers a range of benefits that may contribute to the company's success:

a) Enhanced efficiency

By limiting team size to what can be fed with two pizzas, leaders can ensure that groups remain small enough to streamline decision-making processes and foster efficient communication. This agility will allow teams to respond quickly to challenges and opportunities.

b) Promotes collaboration

Smaller teams encourage closer collaboration among members, fostering a sense of camaraderie and shared ownership over projects. This collaborative environment cultivates creativity and innovation as team members bounce ideas off one another and work synergistically towards common goals.

c) Increases accountability

With fewer members, each individual's contributions become more visible, leading to heightened accountability. Team members are more likely to take ownership of their tasks and deliver results, knowing that their efforts directly impact the team's success.

d) Facilitates flexibility and adaptability

Small teams are inherently more agile and adaptable, allowing them to pivot quickly in response to changing market conditions or customer needs. This flexibility enables Amazon to stay ahead of the curve and continuously innovate in a rapidly evolving landscape.

e) Empowers decision-making

Smaller teams empower members to make autonomous decisions without being bogged down by bureaucracy. This decentralisation of decision-making authority fosters a culture of empowerment and fosters a sense of ownership over outcomes.

f) Optimises resource utilisation

By keeping teams small, Amazon ensures that resources are allocated efficiently, minimising waste and maximising productivity. This strategic allocation of resources enables the company to achieve more with less, driving overall profitability and sustainability.

How to adopt the 2-Pizza Rule?

• Evaluate team sizes: Assess your current teams and determine if they exceed the ideal size for the Two-Pizza Rule (around 5 to 7 members). Identify teams that may benefit from restructuring into smaller units.
• Restructure teams: Based on your evaluation, restructure teams to align with the Two-Pizza Rule. Divide larger teams into smaller, more agile groups, ensuring each team has a clear purpose and objectives.
• Communicate expectations: Clearly communicate the rationale behind the Two-Pizza Rule and set expectations for team size limits. Ensure that everyone understands the importance of smaller teams for efficiency and collaboration.
• Provide support: Offer support and resources to help teams adjust to their new structures. Provide training on collaboration tools, establish communication channels, and offer guidance on effective teamwork.
• Encourage collaboration: Foster a culture of collaboration by encouraging teams to share ideas, resources, and best practices. Provide opportunities for cross-team collaboration and celebrate successes that result from teamwork.
• Empower decision-making: Empower teams to make decisions autonomously within their areas of responsibility. Encourage team members to take ownership of their projects and trust them to find innovative solutions.
• Monitor progress: Regularly monitor team performance and solicit feedback from team members. Identify any challenges or roadblocks early on and provide support to help teams overcome them.
• Celebrate successes: Recognise and celebrate the achievements of teams that embrace the Two-Pizza Rule and demonstrate its benefits. Highlight examples of successful collaboration and efficiency to reinforce the importance of the rule.
• Iterate and improve: Continuously evaluate the effectiveness of the Two-Pizza Rule implementation and make adjustments as needed. Learn from successes and failures to refine your approach over time.

Downsides of the 2-Pizza Rule

The two-pizza rule, while potentially effective for building a highly scalable company, does not necessarily contribute to a positive and stress-free work environment. Amazon, like many companies in its industry, has faced ongoing criticism for its treatment of warehouse workers. Despite its significant valuations and advanced technological aspirations, the juxtaposition with low-paid, low-skilled labour has been a point of contention.

What sets Amazon apart from companies like Deliveroo, Apple, and Facebook is that even the highly skilled employees at its headquarters have voiced numerous complaints. A 2015 exposé by The New York Times detailed instances of employees crying at their desks and experiencing near-breakdowns due to the intense pressure. Amazon, however, refuted several allegations made in the article, as reported by The Guardian.

The company has gained notoriety for its rapid employee turnover, often resulting in a cycle of technical debt reminiscent of the constant maintenance of the Forth Bridge. When an employee leaves, the subsequent need to rewrite their code for comprehension by remaining staff becomes a recurring challenge. 

However, a constant in Amazon's narrative is Jeff Bezos, who, from day one, has held the reins of a formidable $740 billion (£530 billion) business. Betting against the company's resilience would require a bold gambler, given Bezos's direct control and the company's substantial market position.