60-Second Drag Calculator
How much of your company could be tied up in unnecessary work? Compare your instinct about the problem with what your payroll may already be carrying.
Start with your gut check
Think about the unnecessary work, delays, corrections and missed opportunities across your company.
How large do you suspect your drag problem is relative to revenue?
Pick your rough estimate. This is your judgment, not a measured loss.
Now look at paid time
How much working time might be spent fixing, chasing or working around things that shouldn't need the extra effort?
About what % of your team's time goes into that unnecessary work?
Your best estimate across the workforce, not the worst-affected department.
Where does the extra work show up?
Select as many as apply. These help point toward what to examine; they don't secretly increase the calculation.
What could your current way of working be consuming?
These are two different views of your answers. They are not two costs to add together.
An intuition expressed at your company's revenue scale. Not a verified loss or a percentage of profit.
Already-funded staff time equivalent; not automatic payroll savings or EBITDA.
These scenarios show possible capacity to redirect, not guaranteed savings. The work must first be proven removable.
| Less unnecessary work | Workloads freed | Paid capacity equivalent / year |
|---|
Six more months at today's pace: of already-paid capacity would remain occupied if the pattern continues. This is not new cash spending on top of payroll.
What might be creating the extra work?
Your selections point to different operating conditions. They are clues, not a confirmed diagnosis.
How this works: revenue gut check = annual revenue multiplied by the percentage you chose, shown solely as your self-estimated scale of concern. Paid capacity = employee count × estimated time share × average fully loaded annual pay. Reduction examples are hypothetical and assume the selected work can be removed without harming delivery. Actual financial benefit, causation and enterprise-value effect have not been established. The two views must not be added together.
