🧾 The organizations we work for often pay a heavy but invisible tax: the complexity tax. It shows up in slow decision-making, unnecessary overhead, and warring metrics.
We've all seen the symptoms: approval by committee, constant need for permission, information silos. Complexity didn't arrive overnight. Instead, it came one tiny decision at a time. Most of these decisions weren't harmful. It's the collective result that hurts. We have a cognitive bias when solving a problem, in that we tend to look for things to add rather than subtract.
In the early 2000s, as Nokia did very well with mobile phones, it hired more people to help coordinate the work. On the surface, this helped. Then, as Ran Nyman and Ari Tikka document, the coordination chaos that resulted was a significant factor in the demise of Nokia mobile.
Adding additional managers and departments isn't always bad, because the problem isn't the person or even the role. Instead, the problem is when the decision is made to add a new manager (an increase in complexity) without seeking simplicity first. Once the manager or department is added, people will be invested in this complexity forever.
A quick test: you have a complexity problem if you need a flow chart to map out your organization's decision-making process.
After 25 years of Agile, I still see organizations strangling their decision-making process with so much overhead that the teams do low value work, waiting for all of the decisions.
When doing work, always ask the question, how could we simplify this system? What could we eliminate? Every time we make a decision to simplify, we make it easier for the person who follows.
#Leadership
https://agilepainrelief.com/blog/how-hidden-complexity-tax-saps-organization-resilience/?utm_source=mastodon&utm_campaign=archive-reshare