One of the most difficult issues facing every product organization at scale is just how to split up your product across your many product teams.
The need to split up your product starts to show up with just a few product teams, but at scale—25, 50, more than 100 product teams—this becomes a very substantial factor in the company's ability to move quickly. It's also a significant factor in keeping teams feeling empowered and accountable for something meaningful, yet contributing to a bigger vision where the sum is greater than the parts.
If you are already at scale, then I'm certain you know what I'm talking about.
What makes this such a difficult topic is that there is no one right answer. There are many considerations and factors, and good product companies debate the alternatives and then make a decision.
I have personally worked with many product and technology organizations as they considered the options, and for many of those, I've been able to watch how things worked out over time.
I know that many people crave a recipe for structuring product teams, but I always explain to them that there is no recipe. Instead, there are some critical core principles, and the key is to understand those principles and then weigh the options for your particular circumstances.