Going Solo 17: The Theory of Constraints
A useful framework for analysing consulting projects.
What if the obstacle in your path wasn’t an obstruction, but an opportunity?
Strengthening the weakest link will help you achieve success.
Essentially, the Theory of Constraints means that you identify and eliminate bottlenecks that are holding back progress. No matter what industry you work in, there is always scope to boost your overall performance.
Unravelling the Theory of Constraints opens doors to innovation, guiding us to strategically focus our efforts where they’ll make the most significant impact.
The Theory of Constraints is simply described as “a chain is only as strong as its weakest link.” It was first described in The Goal: A process of ongoing improvement, published in 1984 by Dr Eli Goldratt.
The theory says that every system has constraints or bottlenecks, the weakest link or limiting factor, that limits performance. You can apply this to your professional practice by dealing with key constraints and improving your performance.
For solo consultants, the world of problem-solving is often marked by complexity, with a web of interconnected issues that can be daunting to unravel.
