Complexifying Uncovered

Hard on the heels of yesterday’s blog post, I run into another client taking a simple idea and voluntarily promoting a more complex alternative without regard to the client’s benefit.

Our capacity to take complex ideas and turn them into simple, pragmatic ideas that are easy to grasp, implement and provide a tangible benefit for our clients is essential to all organisation’s success. Whether it is front or back of house processes, new ways to compete, new ways to distribute products or services, new ways to integrate technology and so on. Yet many organisations and intelligent people are so in love with their new methodologies or technologies that they promote greater complexity without regard to the client’s benefit (results and value). Indeed, adding complexity is often used as a defensive measure to protect historical practices, existing business or market share in the belief that the client or individual isn’t smart enough to decipher the smokescreen. It is called “complexifying” and manifests itself in bureaucratic behaviour. Governments are masters of this dark art.

I developed this process visual while working with several clients in the past few months on new approaches in their sector where converging forces are causing significant disruption. Someone says I have a great new idea and I often ask the other parties to write down and agree on the process visual where are they today “T” and where the new idea or process would position them in future “F”. Grasping the movement from “T” to “F”, provides a highly insightful understanding of the idea’s worth and more importantly, the priority that should be given to it.

Prioritising Improvements pv jpg-page-001

 

 

 

 

 

 

 

 

 

 

© James Berkeley 2015. All Rights Reserved.

 

 

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