The Constraint Is the Business
The same argument as The Constraint Is the Work, aimed at operators: what a machine can finish, and where executive judgment actually belongs.
Roughly 90% of business-model innovation is recombination of patterns that already exist. The genuinely new part of a company lives in its constraints — and that line decides which half of the work belongs to a machine.
This series is the operator’s version of The Constraint Is the Work. It covers which business problems close and which stay open because an adversary keeps moving, why your definitions of success became your least-defended operating asset, why human review fails exactly when the machine is reliable, and why executive attention should be routed by irreversibility rather than by difficulty or cost.