""If you want an organization that's able to navigate complexity in the external world," he said, "you have to radically take out complexity internally.""
""We underestimate the cognitive load on our management and leaders when they have to spend time figuring out who's responsible for what.""
""we are having a bit of a renaissance of the power of small teams.""
""I remember looking at teams across the Valley with hundreds of employees working on a fairly narrowly-defined problem and not succeeding. And then in early Google, there were two or three of the right researchers and engineers working on the exact same problem. Time and again, Google would find success.""
Novartis CEO Vas Narasimhan prioritizes removing internal complexity by cutting leadership layers, eliminating roles, and reducing headcount to create a leaner organization. He asserts that fewer direct reports lower the cognitive load on managers and let leaders concentrate on growth. David Krane notes a resurgence in the effectiveness of small, focused teams, citing early Google successes with two- or three-person groups versus large teams that failed. AI and digital agents allow very small companies to scale rapidly. The shift toward smaller teams may reduce opportunities for emerging leaders. Asia markets are rising, led by AI and tech.
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