The K.I.S.S. principle wields magic on management, leadership issues

“The Power of Simplicity”
by Jack Trout with Steve Rivkin
McGraw-Hill, 1999


The K.I.S.S. Principle, as most of us probably know by know, is a curt reminder to “keep it simple, stupid.” No offense meant, but it is also a frank advice – for public speakers – to “keep it short” – the speech, that is.

“Simplicity is beauty” – as we learned in grade school – has been elevated to “simplicity is power”. To rhetoricians, there is power in the simplest words carrying distilled wisdom. To chess grandmasters, there is force in simplifying the strategy that penetrates the opponents’ ranks. To generals, there is invincibility in simply marshaled troops. To scientists like Albert Einstein, there is compelling truth in a theory reduced to a simple formula. To preachers, there is might in the simplest truths of Jesus’ parables.

And, allow us to add, to author Jack Trout and co-author Steve Rivkin, there is power in cutting through the nonsense of complexity in business – because that means doing things right. Extolling the virtues of simplicity, they practice what they preach in a simply designed book titled “The Power of Simplicity.”

Tackling 23 issues covering the basics of simplicity, management strategies, leadership principles and people matters – the book proves that it can be a tour de force, minus the forced effort of reading through a voluminous piece. Why? Because in only 191 pages, the authors lead the reader to every conceivable issue an executive must grapple with to succeed in business.

The book begins with wit and wisdom associated with “common sense” – which has become uncommon – and with “complex language.”

Taking off from Leonardo da Vinci’s views of common sense, the authors call it “supersense that rides herd over our other senses.” For example, they say, common sense dictates that Xerox should not venture into high technology businesses other than copiers – because it has made a name in the copying business. For not listening to this uncommon quality, Xerox lost a lot of time and money.

The section on language that “clouds people’s minds” is a joy to read, especially with translations of famous sayings. Consider this: “It is not efficacious to indoctrinate a superannuated canine with innovative maneuvers.” (You can’t teach an old dog new tricks.) What about this: “Visible vapors that issue from carbonaceous materials are a harbinger of imminent conflagration.” (Where there’s smoke, there’s fire.)

Touche’, Mr. Trout – you have made your point. We hate to say it, but many of our reports and memos really use such convoluted language.

The authors continue to target some business icons and dash to pieces their theories and diagrams simply because they are full of intersecting arrows, boxes and circles. They take to task Michael Porter, Harvard’s strategy guru, and his complex discussion of the five competitive forces – and offer their own recommendation couched in a single word: positioning.

They question Nike’s “Just do it” slogan, and volunteer the line “what the best athletes in the world wear.” It makes rational sense, but does it have “gut appeal”? The authors recommend: “Kill the frogs” in Budweiser’s ad; instead stress the heritage behind the Budweiser brand.

The authors tell the gurus, “Give us a break.” We reply, “O come on!” We may have a case of simplicity going too far.

But, as you move on, you will continue to agree with the authors’ insightful analysis. On companies’ customer orientation, Trout and Rivkin say that too much lip service is paid to such policies as “customer is always right” and “customer is king”.

They reveal that, in a survey by Inc. Magazine among CEOs of 500 fastest-rising companies about their concerns, the responses showed that CEOs are more concerned with competitive strategies (18%), managing people (17%), keeping up with technology (13%), managing growth (13%) and managing finances (12%). Asserting that “customers did not even make the list,” they volunteer this simple customer policy: “You should treat customers so they (1) buy more, and (2) complain less,” adding, “Make them feel smart about being your customers.”

You will find yourself agreeing with the authors on some points, and then disagreeing with them especially when they demolish the theories of your favorite management experts. To be fair, the authors reserve their highest praise for author Peter Drucker and CEOs like Jack Welch and Andy Grove. The rest are not so lucky.

Actually, simplicity makes for user-friendliness. The authors cite the success story of the Palm Pilot Organizer, which was designed for just a few simple functions, making it a companion to PCs – not a replacement. They quote 3Com’s palm division: “Our mantra is simplicity.”
Business can be complex at times, and the mantra of simplicity may not work all the time. But, there may also be times when you can’t steer clear of the maze confronting you. And you need a distilled insight with razor-sharp focus to cut through a web of options. Then you know first hand the power of K.I.S.S.