Daniel frames this as a 1995 moment, the same shift as helping people get onto the internet, and argues that abundance is the problem rather than the solution. He describes priority intelligence as a set of decision-making hierarchies rather than a way to move faster, built on identifying an organisation's real constraints and asking the right questions in the right order, because companies routinely solve the wrong problem well. Joe takes it into sales, sharing the story of a seven-figure founder who believed he was good at selling until coaching proved otherwise. His team was selling on personality and intuition with nothing measurable and no shared direction. What changed it was not talent but a standard, which gave the department measurement, a common language, workflows that told people what came next, and ultimately a different culture.

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