Quando escrevo sobre Mongo e sobre como Mongo é pouco amiga dos gigantes, quando escrevo que a mega-escala deixa de ser uma vantagem num mundo em que todos são "weirds", o Weirdistão, e em que os "extremistas" levam as coisas muito mais a sério que os pacatos consumidores do meio-termo. é por isto, também:
"This is not news to anyone who’s been around the track a few times. An emphasis on focus, speed, streamlining processes, and finding common platforms has characterized the best companies for years.[Moi ici: O modelo herdado do século XX, de Magnitograd, de Metropolis, do Normalistão, em que volume, escala, eficiência eram palavras-chave para o sucesso] The Internet has helped cut out intermediaries and enabled direct connections, instant feedback, and more information transparency. In design, sleek looks have replaced ornamentation.Nem de propósito, o que acabo de encontrar no Twitter "'Entire aisles are empty': Whole Foods reveals food shortage crisis". Será um sintoma de quando os reis da eficiência na era digital encontram a complexidade de Mongo?
But simplification is not the norm, and that’s a problem. The world is complex enough without human actions making it more so. We have been paying a price for too much complexity, creating — or allowing — so much variety that it is hard to sort through it, and adding so many loops to the chain that no one feels personal responsibility for the whole system or even comprehends it fully.[Moi ici: ATENÇÃO!!! As empresas não querem complexidade porque querem, são arrastadas para a criação de complexidade porque querem servir tudo e todos quando esses todos se estão a diferenciar e a abandonar uma massa anónima e receptiva ao meio-termo e se estão a integrar em tribos aguerridas e orgulhosas da sua essência. BTW, o que eu me ri ontem à noite quando vi o folheto da Aldi que ester na caixa do correio com salsichas vegan, manteiga vegan, não-sei quê vegan ...]
Companies sow the seeds of their own decline in adding too many things — product variations, business units, independent subsidiaries — without integrating them. They create complexity, which makes costs increase faster than the potential gains from the new parts.[Recordar: "This is the Industrialist’s Dilemma: the systems, management and assets that led to success in the industrial era are holding incumbents back today, in some cases fatally." Recordo também algo que Seth Godin me fez ver: ""The mass market — which made average products for average people was invented by organizations that needed to keep their factories and systems running efficiently..Stop for a second and think about the backwards nature of that sentence..The factory came first. It led to the mass market. Not the other way around."]
In good times, the temptation to accumulate can be indulged because growth masks inefficiencies. As each set of variations requires management attention, companies add administrative staff simply to handle the information and oversight. That is why companies face diseconomies of scale as they get larger — the ratio of administrative costs to production costs burgeons.
As companies cut the clutter and simplify their structures, some will also find business opportunities. When everyone else suffers from over-complexity, there is a market for products and services that simplify life."[Moi ici: Como não recordar "decision paralysis" quando há muita escolha.]
Trechos retirados de "Simplicity: The Next Big Thing"