James Perridge | Simplifying Complexity: Turning Strategy into Three Clear Priorities

James Perridge Florida often notes that complexity is one of the most common causes of strategic failure. Organizations try to do too much at once, spreading attention so thin that progress stalls. Simplification isn’t a sign of small thinking—it’s a mark of disciplined leadership.

At the start of any strategic cycle, teams generate a long list of ideas. While enthusiasm is good, unfiltered ambition quickly turns into noise. Perridge suggests that before execution begins, leaders should reduce every initiative to three clear priorities. This limit forces meaningful decisions about where to focus time, talent, and resources.

Three priorities provide clarity without oversimplification. They allow teams to organize meetings, allocate budgets, and measure outcomes with purpose. When everything is a priority, nothing truly is—and morale declines as goals become indistinguishable.

To simplify effectively, Perridge recommends an “impact-to-effort” matrix: plot potential initiatives based on their potential value and the effort required to achieve them. Projects that deliver high impact with manageable effort should rise to the top. Others can be paused or delegated.

Clear prioritization also strengthens communication. When everyone in the organization can name the same three objectives, alignment becomes automatic. It reduces confusion, shortens decision-making cycles, and ensures consistent messaging across departments.

Simplicity gives strategy its sharpness. By focusing on fewer, higher-value goals, leaders give teams the ability to execute deeply rather than widely—a practice that distinguishes movement from true progress.