Drawing on organization theory, this article argues that al Qaeda seeks affiliates to expand the scope and scale of its operations, gain the benefits of greater local expertise, better spread innovations, and―most important―endow itself and its mission with greater legitimacy. The conventional wisdom on al Qaeda affiliates emphasizes these benefits and thus paints affiliation as a tremendous boon to al Qaeda that magnifies the danger of terrorism. However, al Qaeda faces a host of problems related to delegation and integration, and often affiliation is a net loss. Divergent preferences and priorities, branding problems, shirking at the local level, adverse selection, and costly control mechanisms all make affiliates of questionable value to the core organization. Although the danger al Qaeda poses may have morphed with the core declining and the affiliates rising in importance, the broader movement is probably less dangerous than it was when the al Qaeda core was at its height. US counterterrorism often magnifies these integration problems and, if done well, can further induce friction, discredit the brand, and otherwise throw sand in the gears. The broader study of al Qaeda and its affiliates also offers insight into the study of organizations in general.