As unconstrained resources hold off on starting new projects, they will start sending less work to the constraint, causing throughput to go up. This is the lightbulb moment — when nearly everyone works less, and the company as a result produces more. It is not difficult at this point to convince everyone that their job is to do whatever it takes to maximize the constraint’s productivity, instead of working as many hours as possible.
Because the backlog was so large, it had to be continually reprioritized. The monthly prioritization meetings got more and more stressful, as customers started fighting to have their priorities included. Trust broke down as they stopped believing their requests would ever be acted on without Severity 1 urgency.
This is why a company where everyone is busy working is terribly inefficient. The only way that’s possible is if everyone is optimizing their own productivity, at the expense of the bottleneck’s productivity. And it is only the productivity of the bottleneck that matters to the throughput of the company.