• Taming costly complexity in service businesses

    June 30, 2009 | Performance Improvement | Strategy & Leadership

    Most managers recognize that complexity hurts their businesses. When Bain & Company last surveyed executives around the world for its "tool and techniques report," nearly 70 percent at 960 companies told us that complexity was driving up costs and hindering growth.

  • Pulling away: managing and sustaining change

    April 22, 2009 | Performance Improvement | Bain Brief

    The Vendée Globe sailing race, which started in November 2008 and just wrapped up in March, is one of the most brutal in the world. Competitors sail around the globe, single-handedly, without assistance and without touching land, starting and ending on the coast of France.

  • For cost reduction, streamline support services

    April 01, 2009 | Performance Improvement | Mint

    When cost reduction becomes a priority, one of the first places executives look for savings is general and administrative (G&A) expenses-the cost centres that provide front-line support and back-office functions such as finance, information technology and human resources.

  • The power of managing complexity

    January 11, 2009 | Performance Improvement | Harvard Business Review

    Downturns reveal a company's weaknesses. An organization that seemed nimble and focused during a period of expansion may be sluggish and ineffectual when faced with declining demand.

  • Cut complexity and costs

    July 31, 2008 | Financial Services | Harvard Management Update

    It's axiomatic that complexity is bad for business. In a recent Bain & Company survey of executives worldwide, 70% said that complexity drives up costs and hinders growth.

  • Manager@Work: The fulcrum for growth

    September 24, 2006 | Complexity management | The Edge

    Asia is enjoying rapid growth, with Malaysia and other Southeast Asian economies on track for gross national product increases of 5% or more for the year.

  • Cutting through complexity - Audio slideshow with text transcript

    March 26, 2006 | Complexity management | Results Brief

    Hello, this is Mark Gottfredson. I would like to spend a few minutes sharing with you some of our thoughts about complexity and how you can find the right balance to optimize the revenues and costs in your company.

  • Finding your innovation fulcrum

    December 19, 2005 | Complexity management | The Wall Street Journal

    It's a constant trade-off faced by even the most successful companies, from Nokia to Honda to Starbucks: Customers are crying out for more and more innovation. Yet if you create too many offerings, costs spiral out of control; too few, and you miss out on profitable sales.

  • Innovation versus complexity: What is too much of a good thing?

    October 31, 2005 | Performance Improvement | Harvard Business Review

    What's the number of product or service offerings that would optimize both your revenues and your profits? For most firms, it's considerably lower than the number they offer today. The fact is, companies have strong incentives to be overly innovative in new product development. But continual