Give me 30 sec to explain...
(This is all based upon Heidrick & Struggles research)
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SuperAccelerators defined:
(as per H&S)
→ Amidst the top 500 of market capitalization
→ 200% higher business performance ratings
→ 23% higher economic impact
...and they attributed results specifically to:
Primarily as a result of:
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SuperAccelerators embed simplicity into 4 areas:
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H&S defined 4 kinds of Simplicity:
1️⃣ 𝗜𝗖𝗢𝗡𝗜𝗖 𝗦𝗜𝗠𝗣𝗜𝗖𝗜𝗧𝗬
Top-down simplicity
benefitting the whole org,
stemming from policy change
agreed on by exec leadership.
2️⃣ 𝗖𝗥𝗢𝗦𝗦-𝗙𝗨𝗡𝗖𝗧𝗜𝗢𝗡𝗔𝗟 𝗦𝗜𝗠𝗣𝗟𝗜𝗖𝗜𝗧𝗬
Occurs at the interface between
functions, business units, or teams;
such as reducing complexity in how
Product & GTM functions work with each other.
3️⃣ 𝗙𝗨𝗡𝗖𝗧𝗜𝗢𝗡𝗔𝗟 𝗦𝗜𝗠𝗣𝗟𝗜𝗖𝗜𝗧𝗬
Applies to a function, business unit, or team,
such as a sales team simplifying how
it sets goals or reports information
4️⃣ 𝗘𝗩𝗘𝗥𝗬𝗗𝗔𝗬 𝗦𝗜𝗠𝗣𝗟𝗜𝗖𝗜𝗧𝗬
Targets day-to-day activities such as
meetings, emails, or written communications.
Some teams at P&G use a one-page doc
to share ideas instead of lengthy PowerPoints.
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Simplicity is NOT easy.
That's why complexity is so rampant.
One of the primary roles I play for my clients
is that of the "Simplifying Agent".
We identify areas of complexity
and then streamline rigorously.
There's a process by which I help my clients simplify
to improve execution in both speed and outcomes.
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and expect that complexity is dragging your results...
▶️ REACH OUT ◀️
and we can discuss both the value and process of