Fact: Uneven growth of departments can result in power shifts within an organization that color the service offering to the client. For example, in a traditional pyramid structure, if one department grows significantly stronger than another, it could influence the mix of services recommended to a client and create programs that are not aligned with the client's best interest.
Conversely, growth in the number of teams does not compromise alignment within self-directed, discipline-neutral, client-based teams.
Fact: Departments have department directors and these directors have the ultimate responsibility for all work performed within their department. That means the individuals performing the work do not have the ultimate responsibility for the work. The larger the organization, the more confusing it gets.
Conversely, in self-directed teams, there's never any doubt about who is responsible and accountable for the work. Therefore, accountability to individual goals is not compromised by growth in the number of self-directed teams in a company.
Combine this with the fact that more direct individual responsibility results in more personal satisfaction. Add to this the speed and agility of smaller teams. And it continues to build the case for scalability.