The 25/25 rule: Achieving more by doing less

Boaz Ronen, Thomas G. Lechler, Edward A. Stohr*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


Many organisations suffer from a self-inflicted wound - they attempt to do too much! As a result, nothing is done well and profits suffer. Our article addresses this problem by suggesting that managers should focus on a subset of their current initiatives - a subset selected to maximise returns without overstraining resources. We address the following issues: What are the symptoms of work overload? How does an excessive workload adversely impact the bottom line? How can managers determine the throughput capacity of their organisation? What can be done to address the problem of excessive workload? Many, if not most, organisations attempt to operate beyond their capacity, with the result that inefficiencies abound, deadlines are missed and profitability drops. Based on research and consulting experience in many companies, our paper explains the basic concepts of the 25/25 approach to project portfolio management - an approach designed to increase profitability by concentrating only on the work that is essential to the survival and profitability of the organisation. The approach has been successfully applied to dozens of public and private sector organisations companies.

Original languageEnglish
Pages (from-to)7126-7133
Number of pages8
JournalInternational Journal of Production Research
Issue number24
StatePublished - 15 Dec 2012


  • Theory of Constraints
  • efficiency
  • project portfolio
  • throughput maximisation


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