Scaling Up is a Problem of Both More and Less

This article synthesizes the results of several years of research into the widespread dissemination of a model—whether a good practice or a procedure within a group, or a new economic or organizational model. More specifically, the author examines the issue of complexity: how can we prevent growth from creating additional layers of processes, reporting, organizational infrastructure, etc., to the point of overwhelming employees and losing the benefit of economies of scale? His recommendation: eliminating elements as you add complexity, in particular by regularly playing “subtraction games”—a self-diagnosis to be carried out regularly with your team to identify pathways to simplification.