"Forget about “a good offence”. The best defence in this situation is to plan to capacity, because that’s the best measure of flow of value you have. While you figure out how to deal with all the other problems, you really should take your team’s velocity seriously, and stop treating it like a configuration setting you can change at will. It just doesn’t work that way. Instead, when you see how slowly (sorry) value is flowing out of your team, plan accordingly. Don’t just beat them over the head. Don’t just tell them to work harder. Plan accordingly while you look for ways to help the team improve their work systems."

Huh, and rainbows, and unicorns? I mean, yeah, if I were the boss I'd be trying to aim for all that. But I personally haven't ever seen it work out that way. Actually making money is hard.