There are debates around whether the saying “Simplicity is the Ultimate Sophistication” was ever really spoken by Leonardo Da Vinci, or if that was just ascribed to him. Whether it was or not, the concept was definitely incorporated in Leo’s works of art. In the most understandable format the quote suggests that “simplicity, rather than being a lack of intricacy or sophistication, is, in fact, the pinnacle of refined elegance. It is the ability to distill complex ideas or designs down to their essence, leaving behind only what is essential and indispensable.”
This concept is true in art, engineering and especially business. The ability to define things down to the simplest form to understand the sum of all of the parts (which becomes more complex and complicated) allows all companies to evaluate processes, organizational structures and results.
A great example of this concept is looking at complex processes that include more than five process steps, especially if each step includes multiple sub-steps. In the example of a marketing email campaign, there are 3 major processes and two to three sub processes for each major process.
Each of the major processes depends on the prior major process being completed, but the major processes are not dependent on the sub-processes for the other. And already, we have made the explanation of this somewhat simplistic process more complex than it should actually be. To show this as a very high-level process, see the process steps below. Ultimately, we have turned the overall process of “Campaign Creation” into an 8-step process for illustration (although many campaigns are more complex).
Looking at this process, we have shown the steps that are dependent upon prior steps in red, whereas all other steps that we show in yellow, are fluid and can be completed in unison or parallel with the other steps.
When looking to determine where processes are breaking down, use this 4-step process of evaluation:
Determine what all of the steps are in the process at a level which is relevant to the complexity of the overall process. In the example above, if creating the “Main Idea and Call to Action” has 3 critical operational steps, define each of those steps at the most granular level.
In many cases, a process step handled by one area may be more appropriate in another area. For example, if the visual elements and layout require insight by the group that is creating the Storyboarding and Concepts, this operational step may be better moved into the prior process step and aligned with a different functional group. Anytime that there is a process step that returns to a prior step, this is indicative of a redundant and inefficient process.
By looking at each of the steps individually, define who or what is completing the step and if that is the most appropriate resource to handle. For example, if visual elements and layout are being completed by a Creative Director, this work may be more effectively completed by outsourcing or even using an AI software. By doing so, the process may be more effective and decrease delivery.
By getting the process to the most granular process steps, you may recognize process steps that have been completed in a legacy process that are completed within another step or are no longer necessary. In the process above, if the Main Idea and Call to Action is comprehensive enough to get the Creative Development process started, the additional Storyboarding and Concepts may be unnecessary and may be removed. Conversely, there may be additional steps that may need to be added that would be more effective.
As you look at the processes within your organization, remember to get to the lowest possible process steps to determine whether you still have the right processes in place. Just as Da Vinci would undoubtedly say, all colors are ultimately a combination of Red, Blue and Yellow. The difficulty is in separating the colors and determining if they are still making the art as effective as possible.
At Enlighten Fractional we have been helping companies get to the primary colors for over 40 years. We are available to help companies in growth and transitional phases increase revenues while decreasing or maintaining operational costs, resulting in higher profit margins and operational scalability.
