
Split teams into smaller ones to scale up delivery
Software teams become large usually because organisations are delivering projects, and they load up teams with project work, then need additional capacity to meet deadlines. As a result, teams bloat into large gatherings of uncoordinated people and more "management" is applied to ensure people and teams are working hard.

Is your company good at Agile but bad at delivery?
Organisations have realised that Scrum is no good at long-term planning, estimation and scheduling. Things that senior leaders expect of their software delivery teams. Scrum makes no promises about completing a project on time, because it takes a short-term, iterative view of work. Scope expands to satisfy the customer. So either scope expands and the time allocated to the project is variable, or time is fixed, and the completable scope is largely fixed as a result.

How are you improving your organisation's overall delivery capability?
You're improving your Agile / Scrum / Kanban - great.
But what are you doing to improve your organisation's overall delivery capability?