If there is only one small startup team, the world seems to be simple. The team enjoys quite a bit of autonomy. In larger companies that work under the agile paradigm the various product teams are supposed to be autonomous as well.
Yet, quite often teams feel that their autonomy is limited. This is attributed to management and interdependencies with others. As companies become larger, both management and interdependencies start to exist. There is a potential benefit from management and more teams which Marty Cagan calls leverage.
In the article, he discusses his considerations when it comes to finding the right trade-off between autonomy and leverage. The trade-off has to be made by the management.