Herzberg's metaphor for how organizational attention moves over a company's lifecycle: from product, to engineering, to sales, to marketing — "heat" that shifts to wherever the current bottleneck sits. The practical implication is that top talent should be redeployed to wherever the heat currently is, not kept in the function they were originally hired into.
Wiz illustrates this directly: Herzberg was a product manager with zero marketing background when CEO Assaf asked her, informally in a server room, to take over marketing about 2.5 years into the company's life — because at that point marketing, not product, was the bottleneck. She spent a weekend learning the basics before agreeing to try. See 'Friction Is Good': Acting Through Imposter Syndrome Rather Than Eliminating It for how she frames taking on a role she wasn't qualified for.
This is a people-based complement to portfolio-level resource-allocation ideas like Explore/Exploit Dual Portfolio Management and Investment-Allocation Model Across Time Horizons — instead of (or alongside) reallocating budget across horizons, you reallocate your best individual people across functions as the constraint moves.
At Wiz the 'heat' — organizational urgency and where top talent gets redeployed — moved through recognizable stages: product first, then engineering, then sales, then marketing, each becoming the binding bottleneck for growth in turn and pulling the strongest people toward it regardless of their original title. Herzberg's own move into marketing exemplifies this: she was redeployed when marketing became the current bottleneck, not because it was her original specialty. Related to Founders Must Do the Job Themselves Before Delegating It.