The queue was always the problem

A worker pool at fifty per cent utilisation feels the same as one at seventy. A worker pool at ninety does not feel like either, and the difference is not proportional to the numbers.

The shape is the useful part. For a simple queue, average wait scales with ρ/(1−ρ), where ρ is utilisation. At 0.5 that factor is 1. At 0.8 it is 4. At 0.95 it is 19. Nothing about the workers changed; you moved along a curve that was always there.

Which means the interesting question during an incident is rarely "why is it slow now". It is "when did we decide to sit at 0.9". Usually the answer is that nobody decided. Capacity was set from a cost target, the cost target was set from last quarter, and the curve was never drawn.

I am not arguing for enormous headroom. Idle capacity is real money. I am arguing that the number is choosable, and that a team which has picked its operating point deliberately is in a different position from one that discovered it during an outage.