Turning complex issues and opportunities into effectively simple – as opposed to simplistic or easy – constructs is truly the managerial art form of this new millennium. Instead of seeking “best” or “optimal” solutions to managerial problems, organizations and the people who run them have to become more creative about how they manage clarity and simplicity. Spending an extra two or three weeks on making a project definition simpler or more accessible can save months of time in rework and maintenance from casually accepting a definition that the people actually doing the work find too complex.
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