I dunno, I think Steam is pretty complex:
- The steam store (credit card processing, optimizing search, review bombs, gift buying, features around various ways to hide games you've purchased, marketplace)
- Workshop (Uploading, managing people's subscriptions, SDKs)
- Cloud Saves
- Remote Play, works remotely without any port mapping (so they're running a service for that) (clients for macOS, Windows, iOS/iPadOS/tvOS, Android)
- Controller Mapping (DualShock 4, Dual Sense, various Nintendo Controllers, Xbox controllers, pretty intense UI)
- New Video Recording with SDK for games to integrate with
- Friends / Chat
- Broadcasting games
- The client itself, for Windows, macOS, Linux)
And a whole lot more (forums, profile customization, guides)
One thing Valve seems to understand better than most big tech companies is that once a product/feature is done, you don't need the same size team to maintain it. A lot of parts of Steam have been functionally unchanged for the last few years and just... keep working. The people who worked on Cloud Saves have presumably moved on to something else, instead of entering a Google-esque cycle of pointless Cloud Saves feature launches and deprecations.
My objection was to the phrase "Steam is not complex", which I guess wasn't the posters point.
Steam is another data point that convinces me that public ownership of companies leads to quick and ruthless enshitification and that growth is only a good metric in specific contexts.
It might just be me, but that actually seems pretty reasonable.
What I've seen a lot is companies, during growth, accepting less-than-ideal candidates, maybe without a good onboarding, which then end up as deadweight in the worst case, and underperformers in the best case.
This, combined with a tendency to keep people around who have been there a long time, and the people themselves knowing they're not going to be let go, could result in massive companies and hundreds of people per product.
Yes steam is big, but it's not a product so complex you'd need over 100 people to maintain it. I assume other companies need so many people because tasks don't get done, and the logical step is to add people, not remove people.
Staying lean means staying agile (in some definition of the word), and that can speed you up.