It’s in our DNA to both want simplicity, yet to also create complexity. We are successful because of an ingrained desire to: Advance, Adapt, Create, Control, Improve, Progress, Secure and Survive. We cannot resist changing things, even if ‘progress’ actually makes things more complex. That’s at the individual level. There’s a significant multiplier effect
There’s an increasing amount of research on organisational complexity. Below we have shared a selection of the most relevant. From every way you look at it, being simple pays more than being complex
Here’s a simplicity idea for you. It requires no budget, can be done as part of your day job, doesn’t need a small army of well-heeled management consultants (… phew) and you might even have
The business world is increasingly talking about simplification. Research from the likes of Deloitte and The Economist suggest it is moving up the Executive agenda as organisations seek to reduce costs and
Richer Sounds was setup by Julian Richer in 1978. From a single shop near London Bridge, the business has grown to 53 stores and an eCommerce website, selling TVs, home cinemas and high end audio equipment. As it expanded, the business introduced a ‘Cut the Crap Committee’ as a way of identifying and
Growth equals complexity As organisations grow revenues, headcount and related activity increase too. An organisation which grows headcount by 25% from 10,000 people in 2015 to 12,500 people in 2016 moves from having 18.5 million employee hours a year at its disposal to 23 million hours per year (assuming a 40 hour working week