Tuesday, May 17, 2022


Optimized complexity can be revealed in information fluidity, relationship harmony; data consistency, process coherence, and strategy management dynamism.

Complexity is part of business new normal. There is needed complexity and undesired complexity. Not every complexity is bad, the point is how to eliminate the unnecessary complexity (complication) to make things better and run a high mature organization. 

Either design a product/service or run a high performance business, identify the pain point of unnecessary complexity, focus on making the complex radically simpler for the purposes of pattern detection, or pattern breakage to improve business responsiveness and maturity.

When systems are bad, silos or bureaucracy is propagating, unnecessary complexity emerges:
Complexity is diverse, ambiguous, and dynamic with unpredictable outcomes. Contemporary organizations becoming complex is not for its own sake, but to adapt to the environmental changes. However, the symptoms of dysfunctional business systems such as silo or bureaucracy caused by overly rigid hierarchy cause unnecessary complexity, make the business solution less optimal and sometimes a burden. Silo often causes unnecessary complication to slow down information flow and stifle innovation, as silos have individual or team goals, but strategic goals of the entire organization need to be shared to avoid miscommunication, functional frictions, unwanted compilation, to ensure the entire organization accomplishes the high-performance business results smoothly.

Silos are opposite of the strategic alignment. Lack of contextual understanding via multidimensional thinking, interdisciplinary knowledge, and structural management practice cause silo mentality and often, unnecessary complication. A healthy complexity management cycle is to optimize, simplify unnecessary complexity, retire legacy systems; reassess any business systems or subsystems that suck too much resource, budget, energy or require too much business effort, look for what is common for maximum reuse and keep the complexity management coherent, optimize the organizational structure and improve overall business performance.

Incoherent processes cause delays, waste resources, and lead to unnecessary complexity: Processes underpin business capability. Traditional organizational management with incoherent processes often causes bureaucracy which is criticized for its inflexibility, inefficiency, silo, stagnation, unresponsiveness, further causes culture friction, unnecessary complexity, and decelerate performance. The goal of process management or procedure optimization is to eliminate unnecessary complications, improve operations to reduce the burden on the company. Logically, pay more attention to redundancy and eliminate waste; avoiding waste is better than eliminating waste,

Simplifying the complicated thing is an optimal and smart choice to improve products/service quality and solving problems optimally. Inconsistent management is often caused by lack of policies and governance procedures that define and optimize processes upon how resource allocation is determined should be understood by all important parties, mind resource and investment gap to enforce successful capacity planning and holistic resource management discipline. In practice, process improvement should happen in the business’s daily life, there must be some governance to manage process changes, improve process intelligence and enhance process coherence. The simplified, end to end processes enable speed of strategy execution as well as the organization act in a coherent manner to accelerate business performance.

Unnecessary complexity arises not from nothing, people create.
 People are often the biggest cause of complexity. Therefore, they have to untie the knots they made themselves: There are a variety of complexity; something that is complex is not necessarily difficult, but something that is complicated does have a high degree of difficulty. Business leaders or professionals with a philosophical mind can abstract the quintessential from complexity, discover the root cause of unnecessary complexity, keep rationalizing and optimizing to unlock organizational performance.

Complex organizations don’t always behave in a linear way, altering cultural, organizational, and operating systems can, therefore, have unintended consequences that may generate even more complexity. High mature organizations treat customers, channel partners, suppliers, and industry ecosystem participants as active agents who have abilities to communicate and collaborate cross-boundarily, to create new experiences and expand their impact on effective problem-solving. The art of digital management is not to complicate things, but to put the talented people in the right positions to eliminate unnecessary complication, encourage desired complexity, simplify and optimize the business for reaching the next level of organizational maturity. 

Statistically, more than three fourths of today's business value is based on their ability to manage complexity, understand the future, opportunities, decide which one to go after and which one they will not go. Optimized complexity can be revealed in information fluidity, relationship harmony; data consistency, process coherence, and strategy management dynamism. “Less is more” needs to become the digital principle for design, to optimize complexity, improve business responsiveness, flexibility, speed, and equilibrium, and take ownership of their processes for achieving better-than-expected results.


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