Earlier quoted context omitted.
At every company I've worked at, there are things we want to do that nearly everybody think are a good idea. But we can't do them all, because we have limited capital. So we have to be very strategic. Spotify has developed a huge surface area, because they are attempting to be the one-stop shop for all things audio. The thesis is that the whole is greater than the sum of the parts, and that's what they're selling to…
10000 employees with let's say 40% overhead translates into 2000 3-ish lean teams. Certainly some would be far larger than 3 person but even then. Is Spotify surface that huge really?
And when it comes to product development teams, 3 is pretty minimal. I'm sure most teams have more people than that. I'm simply pointing out that there are a lot of corners of functionality within the platform and one way you can press the gas pedal to accelerate your roadmap is fragmenting areas of concern and forming teams around those fragments. If the conditions for making those bets change, you undo that by consolidating teams, lengthening roadmaps, and downsizing staff (in some order).