TOC in Brief for CXOs

You are a CXO. You are a CEO, COO, CKO, CFO, CIO, CPO, CMO, CAO, CVO, CDO, CRO, CLO, CSO, CTO, President, VP, or Senior Manager. Your company is making money - your profits may be consistent, fluctuating, or steadily growing. You are ambitious. You want your company to make more and more money now as well as in the future. You are eager to quickly learn new ways of managing a business. If this is your description, the Theory of Constraints is the right choice for you.
It can help you grow your company faster than you can imagine, without taking undue risk and exhausting your resources. However, it is possible that your company may not always be making money; it may be doing just fine or may even be losing money. You are up to your neck in deep water full of alligators, and these negatives are part of your daily reality. You are barely able to tread water, and drowning is your realistic possibility.
On the one hand, you do not have time to do much beyond the daily chores of running your business, and on the other hand, you are getting more and more desperate to do something to improve your business dramatically. You know you need to take actions - rather quick actions - and you know you don't have many bullets in your gun, so you better pick your targets carefully and be very accurate with your shots.
If this is your situation, the Theory of Constraints is the right choice for you. You wish there were a way for you to get some basic knowledge about TOC quickly. You need a concise resource. A resource that is not too detailed. However, you do not want to miss any aspect of TOC, i.e., you need an exhaustive resource that covers almost all the aspects of TOC. You wish such a resource exists, preferably in a book form.
Probably, the time has come for fulfilling these wishes! This book is designed to be helpful to you in fulfilling these wishes. There is one good thing and one bad thing about this book. Let me tell you the bad thing first. The bad thing about this book is that it contains more than 250 pages, and I am afraid you may not have the time and patience to read it. (Also, it is not written in a story form, so the emotions that flow in any story are missing.
Also missing are the drama, music, suspense, and thrill.)Now the good thing about the book!The good news is, you need not read the whole book!Yes. I recommend reading up to the chapter "TOC Measurements/TOC Financials" (about 70 pages). Then, look at the table of contents and choose to read any of the remaining chapters starting with "Applying TOC to." depending on your interest. These chapters explain TOC's solutions for Manufacturing, Distribution, Projects, etc.
For example, if your interest is manufacturing, you need to read the chapter "Applying TOC to Manufacturing System (Focus and Flow)". If you wish to know about Sales & Marketing, you can directly jump to those chapters. If you are working in a service industry or you are just heading a support function, you can directly jump to the relevant chapters and bypass the rest of the series. And so on. Of course, you can read through all the chapters if your objective is to know how TOC is applied to various businesses.
Don't Miss.However, please do not miss the subsequent chapters. They contain a lot of TOC wisdom and you should not miss it. So, if you feel thrilled, go for it.