CHAPTER THREE Gauging Your Complexity Problem
“Things which matter most must never be at the mercy of things which matter least.”
— Johann Wolfgang von Goethe1
We’ve talked about the many reasons we become complicit in complexity. Now let’s talk about you. Chances are, you’ve been thinking, “Yeah, I’ve seen stuff like this happen at my job.” But the question of whether you and your company have a real complexity problem is too important to address through anecdotes alone. I want you to think about your own experience, and to do so honestly and objectively. Ask yourself: Do I have a complexity problem? Does my company suffer from the scourge of unnecessary complexity? In what specific areas does complexity seem the worst?
When contemplating ...
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