Leadership
The Brick that Saved Itself
When LEGO nearly collapsed in the early 2000s, it didn’t save itself with more products, more features, or more meetings. It saved itself by cutting complexity, shrinking the number of unique parts, and selling distractions that weren’t core to the business. The lesson is blunt: complexity is a tax, and someone in operations always ends up paying it. If you want a faster, cleaner operation, the first question isn’t what to add, it’s what to stop doing.