What think is it's the interaction between coherence and the number of people you have working towards a goal. The thing is the multiplier effect of more people isn't linear. But crucially depends on the amount of coherence management can impose on it's work force. It turns out the multiplier effect is strong even when the coherence is low. Which is good because it's hard to impose much coherence on large groups of people

How that looks depends a lot of where you sit. If you are on the inside you see the lack of coherence up close. On the outside you see the collective power of the organization. There is enough coherence that the multiplier effect is still very positive.