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Published: February 26, 2013
 / Spring 2013 / Issue 70

 
 

Six Secrets to Doing Less

Why the best innovation strategies are rooted in the art of subtraction.

In the pursuit of innovation, leaders are often faced with three critical decisions: what to follow versus what to ignore, what to leave in versus what to leave out, and what to do versus what not to do.

Many of the most original innovators tend to focus far more on the second half of each choice. They adopt a “less is best” approach to innovation, removing just the right things in just the right way in order to achieve the maximum effect through minimum means and deliver what everyone wants: a memorable and meaningful experience.

It’s the art of subtraction, defined simply as the process of removing anything excessive, confusing, wasteful, hazardous, or hard to use—and perhaps building the discipline to refrain from adding it in the first place. These six rules help guide that discipline.

1. What isn’t there can often trump what is. As Jim Collins wrote in a 2003 USA Today article, “A great piece of art is composed not just of what is in the final piece, but equally important, what is not.”

Designers of the automotive youth brand Scion essentially used this strategy in creating the fast-selling and highly profitable xB model, a small and boxy vehicle made intentionally spare by leaving out hundreds of standard features in order to appeal to the Gen Y buyers who wanted to make a personal statement by customizing their cars with trendy options. Buyers would commonly invest an amount equal to the US$15,000 purchase price to outfit their xB with flat-panel screens, carbon-fiber interior elements, and high-end audio equipment. It wasn’t about the car, it was about what was left out of it—and the possibilities that absence presented.

2. The simplest rules create the most effective experience. Order and engagement might best be achieved not through rigid hierarchy and central controls, but through one or two vital agreements, often implicit, that everyone understands and is accountable for, yet that are left open to individual interpretation and variation. The limits are set by social context.

Visitors to the 2012 Olympic Games enjoyed the “shared space” redesign of London’s cultural mecca, Exhibition Road. It enabled motor vehicles, pedestrians, and cyclists to share the road equally, with the only rule being “all due respect to the most vulnerable.” Shared-space design is void of nearly all traditional traffic controls, signs, and lights. Curbs have been removed, red brick has replaced asphalt, and fountains and trees and café seating are placed right where you think you should drive. It’s completely ambiguous. You keep moving, yet you have no choice but to slow down and think. The result? Twice the fun and a steady flow—with half the normal number of accidents.

3. Limiting information engages the imagination. Conventional wisdom says that to be successful, an idea must be concrete, complete, and certain. But the most engaging ideas are often none of those things.

Specifics draw people in, but give too many and they turn their attention elsewhere. The former Cadbury Schweppes, makers of the U.K. candy favorite Cadbury Dairy Milk, aired a 90-second television commercial for its chocolate bars a few years ago that featured a gorilla (or rather, a man in a gorilla suit) seated at a drum set in a recording studio while Phil Collins’s “In the Air Tonight” played. For the first full minute, we see only close-ups of the near motionless gorilla, which looks to be contemplating the music and preparing for the performance of a lifetime. The next 26 seconds shows the gorilla rocking out on the drums. The only reference to the product is a four-second shot of the chocolate bar at the very end of the spot, with the tagline “A glass and a half full of joy.” Sales rose 10 percent in the two months following the ad, during which period it was viewed more than 7 million times on YouTube.

 
 
 
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