Simplicity As a Business Strategy

One major business publication states that the world's top 200 companies lose 10 % of their profits to managing complexity, not overcoming it. I'll wager your company, regardless of whether it's not inside the top 200 is losing money to complexity too. Very often an overzealous mid-level manager or C-level executive will complicate things from the name of innovation and creativity. They implement new procedures or processes mainly because they feel they have to look productive, while in fact, doing the alternative could yield greater results. What happens if they removed a step or process? Simplicity like a business method is an often forgotten, yet very effective approach.

Problem #1 - The Gee Whiz Company sees profits slipping. The call is out for innovative, creative solutions. Instead of pausing to realign and reaffirm the company's vision, goals or mission, managers propose more steps, whiplash changes, or faster action.

Solution - Adding something inside the name of improvement isn't always the best solution. Keep in mind the KISS axiom, about keeping it simple? Sometimes removing one step, simplifying a procedure or dialing back the strain contributes to greater workflow and greater buy in. Your workforce recognizes and values sound judgment and revels after they realize that the executive suite values it too.

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Problem #2 - The Undertake It Today organization is at a scramble to change a priceless top level manager that was retiring. The group was stuck within the "How can we ever replace her?" mindset. These folks were quickly complicating the process by assuming they couldn't find someone to match on the previous employee.

Solution - As an alternative to overloading the wish list for that new candidate, utilize tools and assessments to identify the skills and attributes of the outgoing manager, then look for all those same attributes in potential hires. This assists take away the emotional aspect of the hiring process and streamline and clarify the prerequisites. Utilizing a tool including the Attribute Index, the organization could identify their top requirements and screen candidates against those. The process reduced the time table and identified talent inside their network, allowing for a simplified transition.

Within the heat of action, it's not unusual for management to overlook the complete picture. In case the world's top 200 companies fall prey to this particular, then you are struggling too.

When you are mired down in complicated processes, it's difficult to find towards you out. Someone outside of the trenches will take an impartial check out the overall operation, workflow or process. Speaking with employees in a unbiased environment will yield candid and useful input that will set people and processes way back in alignment. Asking the question, "Exactly what can we subtract?" provides a new perspective while you are locked in the improvement mindset.