Why We Still Entertain These 7 Drivers of Anti-Simplicity … And How It Continues to Hurt Your Business.
“The ability to simplify means to eliminate the unnecessary so that the necessary may speak.” — Hans Hofmann
We talk a lot about simplifying the business. We crave leaner processes, smoother operations, and a more straightforward approach to achieving results. Yet, despite the best intentions, many organisations continue to entertain the very drivers of complexity that they claim to despise. Why do we keep letting these same seven severe drivers of anti-simplicity creep into our operations, clogging up productivity and stifling growth?
In theory, it seems like it would be easy to remove complexity. But in practice, things often get tangled. We add new product lines to reach different markets. We tack on extra steps in our processes to ensure quality. We adapt to variability in demand. All with the hope that these changes will improve things when they often slow us down.
So, why do we keep entertaining these seven drivers of anti-simplicity? Let’s break down each one and explore why it is so tempting to hold on to them despite the damage they cause.
The 7 Common Drivers of Anti-Simplicity
1. Number of Different Offerings:
“More offerings mean more customers, right?”
One of the most tempting traps is expanding the number of products or services you offer. It’s hard to resist the idea that you’ll appeal to a wider audience if you provide a broader range. While this may work in some cases, it often leads to higher costs, more inventory issues, and a diluted focus on what your business does best.
Why we still entertain it: We believe more choices equal opportunities. However, too many offerings can make your team thin, confuse customers, and introduce unnecessary complexity.
How to fix it: Focus on your core strengths. Instead of diversifying, refine what you already do well. Ask yourself: what offerings generate the most revenue and customer satisfaction? Cut the rest.
2. Number of Tasks in the Process:
“We’ve added more steps to avoid mistakes.”
It is easy to get caught up in making processes as airtight as possible. Over time, as businesses try to fix problems, extra steps are introduced to cover every potential error. These additional tasks, often with good intentions, pile up, slowing everything down.
Why we still entertain it: Adding steps will prevent mistakes and ensure higher quality. It’s a fear-based reaction, and no one wants to see problems arise from cutting corners.
How to fix it: Instead of adding more, focus on streamlining. Simplify your workflow and look for ways to improve efficiency. An 80% effective, lean process is better than a 100% foolproof one that grinds to a halt.
3. Opportunities for Rework:
“We can’t risk poor quality, so we double-check everything.”
Rework is a hidden capacity killer. When you have to go back and redo tasks, it takes extra time and creates frustration and inconsistency. Yet, businesses continue to leave space for rework, thinking that catching mistakes later is better than letting them slip through.
Why we still entertain it: We often believe it’s easier to catch and fix mistakes later in the process rather than prevent them upfront. Rework can feel like a safety net.
How to fix it: Focus on getting it right the first time. Implement clear guidelines, better training, and quality checks early. The fewer opportunities for rework, the more efficient your process will be.
4. Variation in Processing Time:
“Some tasks are just naturally unpredictable.”
Variation in processing time is often seen as inevitable—after all, not all tasks are created equal. While there may be legitimate reasons for differences in processing time, too much variability makes it impossible to predict capacity, causing bottlenecks and delays.
Why we still entertain it: We rationalise that certain tasks take longer than others. We accept variability as an inherent part of doing business.
How to fix it: Standardise as much as possible. Create clear, repeatable processes for tasks that can be streamlined and allocate resources effectively to manage inevitable variability.
5. Setup Time:
“Getting started always takes a bit of time.”
Every task has a setup time, whether prepping a machine, gathering materials, or onboarding a new team. When left unchecked, setup time can balloon and eat away at your productive hours.
Why we still entertain it: We assume that setup is just part of the process and can’t be reduced without sacrificing quality.
How to fix it: Apply lean principles to reduce setup time. Organise your tools, resources, and teams to minimise delays. Even small improvements can make a big difference over time.
6. Processing Time:
“It takes as long as it takes.”
Processing time is another area where businesses often shrug and say, “It takes as long as it takes.” But does it? You’re probably losing valuable hours if you aren’t actively trying to shorten processing time.
Why we still entertain it: We believe that pushing for faster processing will lead to errors or burnout. As a result, we settle for a longer time than necessary.
How to fix it: Identify bottlenecks and areas for improvement. Invest in tools or technologies that speed up processing, and consider cross-training your team to handle tasks more efficiently.
7. Variability in Demand:
“We can’t predict customer behaviour.”
No one likes being caught off guard by fluctuating demand. When demand is high, you scramble to keep up; when it’s low, resources are wasted. Many businesses take a reactive approach, trying to respond to demand swings as they come instead of planning for them.
Why we still entertain it: We feel variability is out of our control. After all, customers will do what they want, and we just have to adapt.
How to fix it: Embrace data-driven demand forecasting. Use historical data to predict trends and prepare for variability. Build flexibility into your operations to allow for easier scaling up or down when demand shifts.
Breaking Free from Complexity
Complexity might feel inevitable, but it doesn’t have to be. We often entertain these seven drivers of anti-simplicity because they seem like natural parts of doing business. In truth, they hold us back from reaching peak efficiency and productivity.
The next time you find yourself adding a new product, introducing another step, or accepting variability in your process, pause and ask: Is this adding real value, or is it just creating more work?
By eliminating these drivers, you can free your organisation from the burden of complexity and create an environment where simplicity reigns and productivity soars.
5 Encouraging Reminders:
- The simplest solution is usually the most effective.
- Focus on doing less but doing it better.
- Don’t fear cutting unnecessary steps—it can lead to faster, better results.
- Rework isn’t a sign of caution; it’s a sign of inefficiency.
- Embrace predictability by planning for variability in demand.
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