One Constraint, Not Ten Problems: Why Bottleneck Theory Saves More Companies Than Strategy Decks
Your team listed twelve problems in the last offsite. Eleven of them are symptoms. One is the constraint that throttles everything downstream. I'll walk you through how to find it, prove it's the real bottleneck, and watch the other eleven dissolve when it moves.
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Everyone wants to run projects in parallel. Almost nobody does the capacity math first. Two initiatives sharing the same constrained resource don't run at half speed — they run at a quarter, because context-switching eats the rest. Here's the formula I use before greenlighting parallel execution.
