video1.0<iframe src="https://www.loom.com/embed/73c92c9b4f8947bfa8f5a60c3ab2796c" frameborder="0" width="1280" height="960" webkitallowfullscreen mozallowfullscreen allowfullscreen></iframe>9601280Loomhttps://www.loom.com9601280https://cdn.loom.com/sessions/thumbnails/73c92c9b4f8947bfa8f5a60c3ab2796c-ccfc76ba221b3f11.gif118.103This Loom explains how CTOs can address a recurring escalation problem by changing how work is structured. It argues that telling people to stop escalating does not work because escalation is a signal that the organization was built to route the right decisions to the CTO. The key diagnostic is using the CTO’s own data to identify which issues repeatedly land on their desk and how much capacity they consume, since intuition is typically wrong and incomplete. The output is a ranked list of work that should not reach the CTO, ordered by capacity impact and transferability, which becomes the input to change the structure.