" At Corbis, looking at the reasons why we worked on too many things at once was a revealing exercise. The CFO wanted to implement a new financial system. The SVP of Global Marketing wanted to blah, blah, blah. The VP of Media Services also wanted blah, blah, blah. The head of Sales wanted blah, blah, blah, blah. And they all wanted everything now. The resulting business priorities clashed all the way down the hierarchy and that was just the business side of the house. On the engineering side, not only did we need to implement all the business requests, we also had our own internal improvements to make and maintenance work to do. Furthermore, we still had to be available to drop everything when production issues occurred—like it or not, production comes first. "

― , Making Work Visible: Exposing Time Theft to Optimize Work & flow