Big companies love things that look clever: detailed analyses, intricate strategies and plans, complex market positioning models and data visualizations. But this kind of cleverness is the problem, not the solution.

These things typically:

Take a lot of time and money to produce.
Are difficult to understand and act upon.
Obscure the essence of the underlying challenge, opportunity or objective.
Distract people from actually improving things in the real world.
And — worst of all — can easily delude us into an unhealthy level of confidence in our plans.

In other words the cleverer you try to be, the less you do, the longer it takes, and the higher the risk of failure.

Keep it simple, whatever it is. More people will understand what needs to be done, and there's a greater chance of them actually doing it.

See this post on LinkedIn