The main component of stasis-derived management is what I call a production mentality. It is evident in the way managers talk. Here I am not referring to people who manage the assembly line, but people who manage development efforts. They will tell you about building a development “factory ” (production word), about “measuring ” its “throughput ” (both measuring and throughput are production concepts), about “process ” (production concept), about “quality control ” (production again), about “efficiency ” and “return on investment ” and “waste management ” and “cost reduction” (all valid concepts for dealing with relative stasis). These are the signs of risk avoidance, of failing to get on with the business of the twenty-first century.

— Tom DeMarco, Slack