I really appreciate how this piece treats Operations, not as a nice-to-have, but as a bottleneck that can quietly cap an organization’s impact. It reminded me of Goldratt’s The Goal: if you don’t explicitly identify and elevate your constraint, the whole system stalls. The rubric feels like a practical diagnostic tool which we can use, reflect and equip ops capacity, A+ orgs are the ones that treat ops capacity, specialist support, and process design as the constraint to manage!
I really appreciate how this piece treats Operations, not as a nice-to-have, but as a bottleneck that can quietly cap an organization’s impact. It reminded me of Goldratt’s The Goal: if you don’t explicitly identify and elevate your constraint, the whole system stalls. The rubric feels like a practical diagnostic tool which we can use, reflect and equip ops capacity, A+ orgs are the ones that treat ops capacity, specialist support, and process design as the constraint to manage!