What is Theory of Constraints

There is an overreliance on initiating change in the form of projects. This denies potential strategy, increases risk, and generally disrupts operational flow. With the introduction and recognition of more types of change comes the possibility to strategically harness the right type of change that is fit for purpose, and this is just a start to the potential cost saving that organisations can realise. Operational flow is the life blood of an organisation and the way it delivers value to customers. Too many interruptions will not only slow down flow but can stop it all together. This is not a sustainable possibility for an organisation or the smaller units that form it. Strategically using different types of change to increase flow brings a return on investment at the project level and a cumulative ROI overall as flow brought by ChangeOps increases across the organisation in an interlinked system of influence and output.