You joke but that's pretty much what cross functional teams are.

The only other observation is that as you grow teams, communication channels multiply exponentially and at over 6-8 people communication starts breaking down.

So instead you make small "companies" and set a few ground rules which software they build needs to follow, and you are back at a working org producing complex software.

Putting everyone responsible for some function of a product on one team, instead of having separate departments for separate functions, can do wonders for actually shipping and iterating on software.

I don't remember who said it first but "software teams always ship their org chart" has always stuck with me. How a team is organized has such an outsized hand it what they build.