Why resource isn’t always the answer

Thinking differently

Innovation work involves constantly improving processes and efficiencies across departments and industries. However, one persistent barrier to achieving maximum efficiency is resource availability.

"Resource" has become a buzzword among managers in offices everywhere. But is simply adding more resources always the solution? Are we truly working as productively and efficiently as possible? Are we all united in pursuing the company's vision?

Theory of constraints

In his book "The Goal" published almost thirty years ago, Dr. Eliyahu M. Goldratt introduced the Theory of Constraints (TOC). This management theory perceives any process as being constrained in achieving its objectives by various limitations. There is always at least one bottleneck or constraint, and TOC employs a focused approach to identify and restructure the organisation around it.

Regardless of how well a process performs, it inevitably has a constraint that restricts its performance—a "weakest link." Similar to a chain, a company's strength is determined by this weakest link. Constraints can involve people, supplies, information, equipment, policies, and can originate from both internal and external factors. By identifying and prioritising the bottleneck within the organisation, and designing systems to optimise around it, the theory suggests that the flow of processes will improve, resulting in increased output.

The book also emphasises that being busy does not necessarily equate to progress towards the company's goals. In the story, workers at the factory are depicted as keeping busy for the sake of staying occupied and avoiding reprimands from their manager. However, this busy work disrupts the process, leading to excess inventory and hindering output flow. The protagonist explains that utilising idle time to strategise on maintaining optimal flow and supporting the bottleneck in the system would be a more effective use of time.

Famously, Bill Gates once stated, "I choose a lazy person to do a hard job because a lazy person will find an easy way to do it." Organisations are increasingly focusing on output rather than promoting a culture of presenteeism. At Morgan Lovell, we embrace this shift and hold a strong core value of challenging the status quo. This notion continually drives us to improve our working processes, strategically utilise resources, and work in harmony towards our company goal: transforming the success of our clients through their property.