In the spirit of guidelines over advice: Can you provide some context for what kind of organization or under what assumptions your recommendations apply? I would guess that software development in an early startup is very different from in a mature product. Or servicing an app is different from supporting a small number of complex clients.
I don’t have that much experience, so don’t want to say too much. But I think it should apply well to things like startups searching for product-market fit (you’re rate-constrained by how fast you can figure out what people want), or a factory increaseing how many widgets they can output per day, but less well to e.g. teams that are trying to maintain a system, like a gardener, or a janitorial service.
I think this post makes sense from a “theory of constraints” perspective: if you’re pursuing a mission that’s no faster than some identifiable step, and the best thing you can do each week to move faster toward your mission is mostly about speeding up that step.
In the spirit of guidelines over advice: Can you provide some context for what kind of organization or under what assumptions your recommendations apply? I would guess that software development in an early startup is very different from in a mature product. Or servicing an app is different from supporting a small number of complex clients.
I don’t have that much experience, so don’t want to say too much. But I think it should apply well to things like startups searching for product-market fit (you’re rate-constrained by how fast you can figure out what people want), or a factory increaseing how many widgets they can output per day, but less well to e.g. teams that are trying to maintain a system, like a gardener, or a janitorial service.
I think this post makes sense from a “theory of constraints” perspective: if you’re pursuing a mission that’s no faster than some identifiable step, and the best thing you can do each week to move faster toward your mission is mostly about speeding up that step.