"team memory management"

Cloning patterns for force multiplication, as discussed with a friend:

A) For any task that hits the CEO ("the executive"), a staff should be included/attached as a shadow, functioning as the #2-person for that task; after a suitable number of iterations (as few as one) future tasks of the same sort can be routed directly to an experienced shadow who then begins to function as the #1-person for such tasks; this frees up executive memory for focus on design and performance management ... the scientific parts of resource management. This can include tasks as small as 30 seconds long. If the truck-number for the task is "1", then the cost of a 30-second task is far more than 30-seconds, as the #1 needs to context-switch out of some other task, and the cost of the context-switch may be minutes to hours long.

B) All staff should be encouraged to practice pattern A, whenever possible. #2s should be creating #3s, and #3s should be creating #4s, etc. It should be mandatory for #1s to be creating #2s. In small teams the end result has exponential effects on team agility as the entire company can literally pivot in place, i.e. you call pull off actual events where every single staff switches roles without moving any butts from seats.

Related:

C) From the formal point of view, staff operations are measured in delivery per unit of time. Key performance indicators can be prioritised either on-quality, on-time, or on-price - usually one metric is more important than the others, per given task. Informally, whatever needs to be done is done to hit formal targets. As retrospective documentation improves,  informal processes are gradually formalised based on historical merit.