Organisational complexity is a like an overgrown garden. Both are a result of neglect rather than design, and, although you may still be able to see some elements of the original intent, the weeds and light-hogging plants slowly but surely stunt the growth and impact of the best blooms.
A certain level of complexity is inevitable - we live in a dynamic, rapidly changing world with sophisticated technologies. Yet, many organisations make this situation far worse by living with unnecessary management layers, fudging decision rights and accountabilities, setting unclear objectives and persisting with inappropriate projects and programmes.
My blog, Cross Wires, is dedicated to helping managers address this chronic organisational condition and create businesses that have clarity, focus and simplicity at their heart. The good - and bad news - about unnecessary complexity is that it is directly within our control. We only have ourselves to blame.
When Sir Stuart Rose, for example, first took over as CEO of Marks and Spencer, he was able to quickly improve the bottom line and unlock organisational energy by reducing the number of 'strategic' projects from over 30 to 10, and ensuring that decision rights were set at appropriate levels in the organisation.
But how do you measure up on the Simplicity Scale? Score yourself from 0 to 5 for each of the statements below. Focus primarily on the area of the organisation for which you have direct responsibility.
To find out more contact Stuart by clicking here or call +44-(0)1636-526111.