The Architecture of Simplicity

Abstract

This article argues that over time the world views, goals, strategies, cultures, and processes of successful organizations will become more pure or “simple”: They will come to focus more narrowly on a single theme, activity, or issue at the expense of all others. This is explained by managerial, cultural, structural, and process factors within the organization. It is also attributed to both the complementary way in which these factors configure and the paradox that although simplicity may trigger ultimate failure, it can bring about Initial success. The article offers some illustrative propositions concerning the nature, causes, moderating factors, and consequences of simplicity, and it makes suggestions for conducting further research.

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