News

02.09.2026.-04.09.2026. - Georgijs Buklovskis attended and spoke at the TOCICO Innovation Summit 2026 in Manchester, presenting: "Why TOC Flourishes in Some Companies and Dies in Others?"

Why are some companies able to sustain and further develop the impressive results achieved through the Theory of Constraints (TOC), while others gradually lose them after initial success?

This question was at the heart of Georgij’s presentation at the international TOCICO Innovation Summit 2026. There, more than 150 TOC practitioners and experts gathered for three intensive days of shared reflections, valuable discussions, and new insights. In his presentation, Georgijs examined the factors that can cause a company’s successful development to reverse course. Sometimes success itself creates new pressures, priorities, and management habits. If certain critical factors are overlooked, progress can eventually stall or even reverse, and systems built over years, along with process improvements, gradually disappear.

The presentation’s conclusions are based primarily on experience with manufacturing companies. Successful implementation always requires two things:

1. A clear agreement with the actual decision-maker on the goal and the principles for achieving it.
   
2. A change team that genuinely accepts and understands those principles.
   

Together, this team must overcome an organizational culture rooted in functional hierarchies — an environment that fosters local efficiency, cost-accounting logic, maximum resource utilization, and multitasking.

Once TOC and flow management begin to deliver visible results measurable in actual financial figures, the consultant finishes the job and leaves. If the leader does not continue to protect the new management logic, organizational entropy sets in: old assumptions that remain alive in people’s thinking gradually weaken and undermine the solution that has been established.

Two moments are particularly dangerous:

• The departure of the leader who supported the change process.
  
• The implementation of a new ERP system based on a "standard industry package" rather than clear flow management principles.
  

The presentation proposed mechanisms for resolving structural conflicts, as well as ways to protect the successful model from changes that appear to be improvements from the outside but actually return the company to its old problems.

18.09.2025. - Georgijs Buklovskis held a masterclass as part of the Business Efficiency Association (BEA) titled "Speed in business: how managers can accelerate processes and reduce costs."

BEA expert and board member Ilze Cerevko shared her thoughts on the masterclass. 

At the very start of the lecture, Georgijs apologized to us because the lecture would have a different title - "Speed in business: how managers can accelerate processes and 𝐢𝐧𝐜𝐫𝐞𝐚𝐬𝐞 𝐩𝐫𝐨𝐟𝐢𝐭𝐬".
That makes a difference, doesn't it? With this title-change trick, the speaker managed to shift our thinking from the very first minute.

Even when Ferdinand Magellan set out to circumnavigate the globe in 1519, most people firmly believed the Earth was flat. Today, we can only smile at that belief.
I wonder how long it will be before business owners simply chuckle at the idea of deciding which product to make based on its accounting production cost.

Through practical examples in the masterclass, we saw for ourselves that the product with the most "favorable" production cost does not generate profit. We used the system's constraint to achieve the best result. If we can also increase the constraint's capacity, the results can be extraordinary.

If you couldn't make it to the masterclass, I recommend buying the book written by Georgijs Buklovskis, "Transformation". This book may shatter your beliefs and paradigms, but that's how evolution happens!

Thank you, Georgijs, for generously sharing your knowledge and for being a role model and a source of inspiration!

www.efektivs.lv