Problems we solve
What should I do next?
Every owner has a list of ten things that could be done and no defensible way to rank them. The ranking is the work, and it depends on which constraint is actually binding.
The right next move is whichever constraint is currently binding — and that can be identified.
The problem
Priorities get set by urgency, by whoever asked most recently, or by whatever is most familiar.
Why it matters
Working on the wrong constraint produces effort without improvement. It is the most common reason a hard-working business plateaus.
How to know if you have this
- The priority list changes every week
- Multiple initiatives are half-finished
- The same debate recurs every few months
- Nobody can name the single binding constraint
How Advisory Motion solves it
- 01Identify the binding constraint: cash, margin, capacity, demand or structure
- 02Quantify what relieving it is worth in cash and profit
- 03Sequence the next three moves with owners and dates
- 04Review the outcome and re-identify the constraint each quarter
Illustrative example
The plan was right, the order was wrong
A business planning a marketing push was capacity-constrained, not demand-constrained. Reordering the plan produced growth without adding a dollar of ad spend.
Illustrative composite · not a client identification
Where this connects