An organisation’s inability to complete every desired task, should not automatically be interpreted as evidence that it is understaffed. The challenge often lies in the inherent disparity between the ability to
generate ideas and the capacity to execute them effectively.

Humans, by nature, have a nearly limitless capacity to identify potential initiatives and things to do, but this vastly exceeds their ability to implement those ideas. Furthermore, individuals frequently struggle
with accepting that something is “good enough,” a mindset that can lead to diminishing returns as perfection is rarely attainable. This issue can be particularly evident in engineers and technical professionals, who often find it difficult to resist fixing perceived flaws, regardless of their actual priority
or impact.

As organisations grow, these tendencies can result in the generation of a vast volume of desirable, but ultimately unnecessary, work. While such work may have marginal benefits, it can distract from core
objectives. Ironically, increasing headcount often exacerbates this problem. New hires contribute not only, additional execution capacity, but also to an even greater influx of ideas and initiatives, further widening the gap between ideas and achievable outcomes.

To navigate this dynamic effectively, organisations must adopt the following critical practices:

1. Explicitly define and communicate what will not be pursued: This is significantly more difficult than simply outlining priorities. The act of saying “no” to appealing but non-essential initiatives requires discipline, clarity of purpose, and robust alignment across leadership. Without this clarity, the organisation risks diluting its focus, spreading resources too thin, and undermining its ability to deliver on its most vital objectives.
2. Implement mechanisms to ensure non-priority tasks are not pursued: Even when the organisation explicitly deems certain activities as out of scope, the absence of effective oversight often leads to employees pursuing them regardless. This occurs because these activities frequently appear beneficial in isolation. Without guidance, individuals will act on their own initiative, often prioritising their perceived value of such tasks over the broader organisational strategy.
   

Failure to implement these practices can have cascading, negative consequences. Employees will allocate disproportionate effort toward low-priority or unnecessary activities at the expense of the organisation’s core objectives. This misalignment leads to inefficiencies, delays, and reduced impact. Employees may feel overwhelmed by the sheer volume of work they have taken on, leading to stress and dissatisfaction. This, in turn, fosters a perception that the organisation is under-resourced, as individuals struggle to meet both the vital and the non-essential demands placed upon them.

Leadership must recognise and address this dynamic proactively. By prioritising strategic clarity, fostering discipline around resource allocation, and establishing effective controls against scope creep, organisations can ensure that their efforts remain focused on delivering what truly matters, while minimising the distractions of desirable but non-essential work.

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