About this Presentation
Discover why organizational clockspeed may be the strongest leading indicator of profitability, and how TOC can help eliminate chaos, protect the constraint, and make speed the priority for better business performance
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
This presentation makes a provocative case that speed, not cost reduction, is the primary driver of profitability, and that clockspeed is one of the most useful leading indicators of organizational performance.
A core insight is that most organizations get trapped by the wrong priority. When cost minimization dominates, protective capacity erodes, roaming bottlenecks emerge, and the business falls into a low-level chaos loop that quietly damages results.
The session reframes the organization through a TOC lens: only one resource can be consistently fully activated, that resource must be chosen and protected wisely, and all other resources must subordinate to it.
The practical message is bold and simple: eliminate chaos, restore honest signals, choke release, and make speed the operating priority if you want higher throughput and stronger profitability.
Instructor(s)
Justin Roff-Marsh
For 20 years, Justin Roff-Marsh’s deep thinking and writing on Sales Process Engineering has blazed a trail for others to follow. Justin is the author of The Machine: A Radical Approach to the Design of the Sales Function. (Winner of Gold in the Sales category of the Axiom Business Book Awards.) And he’s the founder of Ballistix—a consultancy with operations in the USA and Australia, delivering engagements worldwide. Although Justin was a science nut as a child (and still is today), he commenced his career in sales. He sold insurance and then progressed to manage a team of 100 salespeople. He then co-founded a firm that sold financial education and quickly discovered that his product lacked the margins required to sustain a typical field-based sales force. He developed his approach to sales process engineering in response to this challenge. Justin’s approach to the sales process is as revolutionary as Deming’s was to manufacturing. He argues passionately that the application of scientific management principles to the sales process is the next great uncharted frontier for industry.