To “do less, better” isn’t something most leaders and their organizations embrace. The seemingly more attractive (and logical) option is to do more and more – the theory being the more markets, products, and businesses a company engages in, the better the results. This is not true.
Do Less Better is a strategy and a culture; it’s also the name of my book. And for organizations and their leaders, the proponents of this discipline worship focus, loathe complexity, and enjoy success.
What is the secret to business success? The question has been asked, endlessly. And the answers by both pundits and practitioners bring a multitude of concepts, principles, and theories.
Should your company be striving for the type of advantage that has become the hallmarks of Amazon, Google and Facebook? In the tech world, it’s hard to imagine success without quick and continuous technological improvement. But, in the frantic race for product or service superiority, another advantage is often overlooked – company culture.
It doesn’t matter whether you sell information or cremation, the right kind of organizational culture can bolster and sustain a company’s performance.
To most of us, the phrase Work that Matters infers job satisfaction. Our intended outcome is a workplace culture characterized by lower stress, lower turnover, and higher productivity – in business, a ‘win-win’ for employees, customers and shareholders. The logic is infallible. So, I ask you, why is there such a gap between the theory and the practice? Why are so many organizations and so many employees struggling to find workplace nirvana?
In business, there’s a prevailing belief amongst leaders that “doing more and more” is the only way to increase sales and profit. It is an easy notion to nod to because inherent in the assumption is a paradigm – the belief that additional activity such as new brand introductions or entry into a new markets or geographies bring incremental rewards. And, in many cases this is true. But there’s a downside, a nasty one. “Doing more and more” can create cultures of complexity, and left unchecked, complexity stifles, stagnates, and eventually brings organizations to their knees.