Over the past 10 years, we’ve witnessed a relentless pursuit of efficiency. We’ve introduced AI tools, Agile methodologies, compliance frameworks, and interconnected ERP systems. The stated goal? To do more with less and reduce risks.
The reality on the ground? We’ve managed to achieve exactly the opposite.
Under the pretext of protecting ourselves, we’ve built bureaucratic fortresses. We’ve complicated simple processes to such an extent that today, to solve a problem that used to take 5 minutes, we need at least 2 meetings and 3 approvals.
I see an obsession with overcomplication, masked by three main excuses:
1. The “Risk Reduction” Pretext:
We’ve turned risk analysis into an end in itself. Every small decision goes through such a dense compliance filter that the opportunity disappears by the time approval is granted. We’ve confused risk aversion with analysis paralysis.
2. The “Scalability” Pretext:
“We’re doing this because when we have 10,000 employees, we’ll need it.” The truth? We don’t have 10,000 employees. We have 150. We’ve built an infrastructure for a multinational corporation, when we’re still a team that’s supposed to be agile.
3. The “Digitalization” Excuse:
We’ve thrown money at expensive software, believing that technology solves everything. We’ve forgotten that a poorly implemented tool does nothing but digitize chaos. We’ve added a layer of complexity to an already broken process.
The Cost of Complications
When we ignore the KISS Principle (Keep It Simple, Stupid), we don’t just pay with time. We pay with:
• Employee engagement:
People spend 60% of their time completing procedures and only 40% delivering real value. Demotivation comes from friction, not from work.
• Opportunity cost:
While we’re arguing over an approval workflow, our competitor has already launched the product.
• Hidden inefficiency:
Smart employees find “workarounds” for bureaucracy. This means the official system isn’t followed, and the data in reports becomes unrealistic.
How do we break out of this vicious cycle?
Let’s not confuse simplicity with stupidity. KISS doesn’t mean doing things half-heartedly. It means clarity, transparency, and eliminating noise.
To get back down to earth, we need an annual “Deconstruction Exercise”:
1. The 5 Whys Test: For every required approval, ask, “Why is this step necessary?” If the answer is “Because that’s how we’ve always done it” or “For an extreme case that happens once every 5 years,” eliminate it.
2. The Bureaucratic Audit: Map out a simple process (e.g., purchasing a pen or approving vacation time). Count how many people the process involves. If there are more than 3, that pen is far too expensive.
3. Empowerment, Not Control: Instead of micromanaging every move, hire competent people and trust them to make decisions.
Let’s face it: it’s easier for us to add a new step to a checklist than to have the courage to eliminate an old one. We’re afraid of simplicity because simplicity exposes the lack of value in certain roles.
Today, the greatest challenge for leadership isn’t to add complexity, but to have the courage to embrace simplicity. Let’s cut through the noise so we can hear again what the business truly needs.
Have you experienced this “process inflation” in your company?