Everyone is overloaded and I do not know why

Too much work in process at the organizational level is the silent killer. It is the same discipline covered at the team level in the Delivery chapter, scaled up, and it is a symptom rather than a cause.

Without a clear vision, teams generate their own work out of a genuine desire to be productive, which adds volume without direction. Without a real strategy, competing initiatives pile up. Sloppy OKRs produce tasks with no sense of priority. A structure that cannot coordinate pushes teams into bloated process work. Each failure feeds the others.

Which is why fixing it inside one team does not work. The excess has to be broken at the level all four of them share, the whole organization, not any one team sitting inside it.

What you get

• The four failures and how each one generates work, on one page
• A scored diagnostic, one question per failure, so the lowest score tells you where to start
• The org-wide WIP limit block, current versus what you can actually hold
• The line most teams skip: who is senior enough to defend the slowdown, and have they agreed

Adapted from the Organization chapter of The Mindful Product Company by Sam McAfee.