A recent HBR piece talks about how, in defining core leadership competencies, Microsoft went from the exhaustive complication of 100 essential skills to the elegance of three principles: create clarity, generate energy, deliver success.
Complicated makes growth inaccessible. It's obnoxious and an effective albeit paradoxical strategy for sustaining the status quo, which is what slow organizations do to preserve the illusion of certainty and keep uncertainty at arm's length.
Yours might be different. Three things are good. In nimble organizations we grow together when we continuously expand clarity about the good we seek, the goodness we have and how we can experiment with new ways to engage our goodness for good.