There’s a particular kind of organizational dysfunction that doesn’t announce itself. It doesn’t show up in a boardroom slidedeck or trigger a crisis meeting. It moves quietly – through the organization, through the people, through the work – until one day you look around and realize that your best people are exhausted, your timelines have gotten optimistic in a way that no longer means anything, and the quality of output has drifted just enough that you’ve started wincing at things you used to feel proud of.
This is what hitting core team capacity actually looks like. It’s an invisible ceiling – an unseen, but all too real cap on capacity. Not a dramatic meltdown. A slow, grinding erosion.
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