You are fixing the wrong problem
Every business has exactly one bottleneck. Use Goldratt’s Law to find yours and ignore everything else.
In any system, there is exactly one constraint that limits output (Goldratt’s Law).
If you improve anything other than the bottleneck, you are wasting money.
Most CEOs try to fix everything at once. That is “efficient,” but it is ineffective. You don’t need to do more. You need to find the one thing slowing you down and ruthlessly clear the path.
The Prompt
Act as an Operations Consultant (Theory of Constraints).
My high-level process is: [e.g., Lead Gen -> Sales Call -> Onboarding -> Delivery].
We feel the most pain/backlog at: [e.g., Onboarding].
1. The Test: Is this the actual bottleneck? (If we double capacity here, does revenue double, or does the pile-up just move to the next step?).
2. The Exploit: How do we maximise this bottleneck's output without spending a single dollar? (e.g., what admin tasks can we remove from these specific people today?).
3. The Subordination: What rules in other departments (e.g., Sales) must change to stop flooding this specific point?
The Executive Upgrade
The biggest enemy of speed is a department head hitting their goals while destroying company goals.
Example: Marketing hits their “Lead Quantity” goal by sending trash leads to Sales. Sales drowns. Marketing celebrates. The company loses.
The Fix: You must hunt down “Local Optima” and kill them.
Here are the two Governance Protocols to align the machine.
