The product is not the part that eats the week.
Support triage, onboarding, reporting, billing questions, the weekly numbers. The company around the product is where a small software team's time actually goes.
The specific fit
Software teams already keep their product in version control with review gates and rollback. The argument of this architecture is that the company deserves the same treatment: roles as repos, procedures with verify and recover steps, decisions with their reasoning attached.
That makes the concepts unusually easy to adopt here. The habits already exist. They have simply never been pointed at operations.
Where it applies first
Support triage, because it is high volume, pattern-heavy, and has a clean gate: prepared responses, human approval on anything that commits to a fix or a refund. Reporting, because it is pure assembly. Onboarding sequences, because they are procedures that a person currently runs from memory.
Not the codebase. This is a book about operating a company, and it does not claim to be a software engineering method.
A warning that belongs here
The failure mode in technical teams is over-automating before the procedure is understood, because building the automation is more interesting than running the process by hand five times. The golden run exists specifically to prevent that: run it manually, capture what breaks, then codify.