What I see today is a compelling need to simplify everything business and tech. This Journal post focuses on applying what I call Fierce Reduction. This is a mindset that leads to simplifying everything business and tech before engaging in digital innovation.

So why?

Answer: information technology has become too complex: bloatware everywhere.

The real economy now says: go achieve more business value from information technology for less cost - faster. Today, this means introducing AI to augment human endeavour and where safe to do so, automate tasks.

Way back in 1998 Edward de Bono¹⁹ called for the creation of a National Institute of Simplicity, which represented a systematic approach to combating unnecessary complexity in modern society.

The National Institute of Simplicity would serve as a quasi-governmental body with four primary functions: evaluating new laws and regulations for complexity; establishing task forces to simplify overly complex systems; conducting research and education on simplicity principles; and, maintaining self-monitoring mechanisms to prevent institutional complexity creep.

De Bono's rationale for the National Institute of Simplicity emerges from a critique of bureaucratic systems that perpetuate complexity for self-preservation rather than public benefit. He argues that modern life has become unnecessarily complicated through manuals, uninterpretable jargon and bureaucratic red-tape, creating stress and inefficiency for citizens.

The National Institute of Simplicity would function as a counterbalance to these complex thinking tendencies, similar to how environmental agencies address ecological concerns. Now imagine making this happen today, with AI powering it in a responsible way. I am now figuring out how we can fund and launch this body as a nonprofit venture.

As you walk through this post you will see that I have talked about a number of concepts and technologies that are fundamental to my own everyday working life and experience with Salesforce Lightning Platform¹⁷ apps and emerging AI technologies and how simplicity plays a key role in this work:

• Design Thinking: build receptivity, rapport, trust and truth among all of your stakeholders.
• Value Engineering: generate a compelling business case - calculate the cost of delay.
• Reflection: reinforce stakeholder trust and commitment through genuine empathy.
• Experimentation: frame and test innovations, iteratively, rapidly - if failing, fail fast.
• Deep Work: remove distractions and focus on your key tasks - subtract before add.
• Vibe Coding: accelerate app build, but only as augmentation on trusted platforms.

I like to say: before you apply AI, Simplify.

Fierce Reduction.

Fierce Reduction is the practice of aggressively simplifying all business processes, tasks and information systems by removing redundant or non-essential elements before considering additions. In the context of AI-powered digital transformation the key elements are:

• Eliminate Redundancy: Strip away processes or features that do not add value.
• Prioritise User Needs: Focus on what users truly require, avoid technical bloat.
• Apply No-Code First: Vibe Coding app innovation introduced - by the hour.
• Adopt AI: Focus on increasing (not replacing) human productivity everywhere.

So, Fierce Reduction is, first and foremost, an attitude of mind. From the outset, you should pause and take a critical look at everything related to everyday business processes and tasks to see what you can eliminate, before you contemplate introducing AI-powered sales innovation.

Complexity drains resources. Studies indicate that overly intricate processes and information technology systems can slash productivity by up to 40% (McKinsey & Company, 2020)³. In sales, any convoluted pipelines delay deals; for executives, bloated dashboards obscure critical insights. Simplification addresses these pain points, freeing teams to focus on high-value tasks.

Less is More.

Pablo Picasso’s The Bull is a series of eleven lithographs created in 1945⁴. It depicts the bull at various stages of abstraction, starting with a realistic depiction and ending with nothing but a few lines. This review demonstrates art as seeing basic patterns amongst the 'noise'; seeing basic forms amongst the complex. In business,

Fierce Reduction means the same: seeing basic, simpler forms among the complex.

Unlike minimalism, which reduces to a bare aesthetic, or Lean, which iterates toward efficiency, Fierce Reduction takes a bold first step: subtract aggressively. This proactive stance ensures that complexity is tackled upfront, making it ideal for fast-moving, knowledge-rich settings.

In 2021, American scientist Leidy Klotz wrote a book called Subtract⁵. He called this topic 'The Untapped Science of Less'. In this work, the author has made an extensive study of using less to change the system: scaling subtraction.

Furthermore, Klotz goes on to talk about working memory: the cognitive system that temporarily holds the information we have available for processing - the trade off between the level of detail required to complete a task and our ability to avoid what others may call 'cognitive overload'.

Now, if we look at the state of software today, we see the Software-as-a-Service (SaaS) model delivering a continuous stream of more features, with the aim of maximising our commitment to high user adoption and renewals to annual subscriptions. What has followed is bloat.

We also have an information technology industry that, twenty years ago, made the shift to cloud computing and pay-as-you-go SaaS. This was countering the complexity and cost of the-then client/server on-premise hardware and clunky perpetual software licences.

Where are we now, twenty years later with SaaS? The answer is deep in a quagmire of complex systems. This is where the quest to add features many times each year by the SaaS publishers is driven in the mistaken belief that this is the best way to ensure year-on-year customer retention.

Yes, Salesforce Lightning Platform is a great foundation to rapidly create new digital innovations. But no, just adding automation of current state human tasks as-is by adding an AI layer is not the answer. Step back, remember: subtract before you add - and before you apply AI, simplify.

As with Picasso's eleven stages of abstraction, it was the thinking observed by Ken Segall⁶ of another genius - Steve Jobs, cofounder of Apple that resonates here. This is the pursuit of simplifying every idea, every innovation down to its essence. To quote from Segall's first book:

"In all cases, it's a reminder of what sets Apple apart from other technology companies and what makes Apple stand out in a complicated world: a deep, almost religious belief in the power of simplicity."

If we think about less is more in the context of digital innovation and AI-powered Salesforce SaaS apps, we can take inspiration from Slow Productivity²⁰ written by Cal Newport:

"Principle #1. Do Fewer Things. Strive to reduce your obligations to the point where you can easily imagine accomplishing them with time to spare. Leverage this reduced load to more fully embrace and advanced the projects that matter most."

As Newport goes on to say, in everyday working life, busyness seems unavoidable: clients demand attention, managers drown you in requests. What matters here is how applying creativity work can still be organised better. Maybe that includes having shorter, better organised meetings. Maybe this is an opportunity to create a new Task Management SaaS app powered by Salesforce.

This leads us to thinking about how to bring structure to the creative process and generate best practices and SaaS apps that follow what can be called 'the Laws of Simplicity'.

Laws of Simplicity.

In writing the Laws of Simplicity, John Maeda¹² created a timeless work, nearly twenty years ago, on how to simplify everything business, life and tech:

01. Reduce. The simplest way to achieve simplicity is through thoughtful reduction. This law emphasises the importance of removing unnecessary elements and complexities to focus on what truly matters. In the context of Fierce Reduction, this means eliminating excess features in products or services, thereby enhancing the user experience and effectiveness.

02. Organise. Organisation of complexity is crucial in maintaining simplicity. By categorising and structuring information or processes, streamlining communication and operations. Organising information helps in a Fierce Reduction strategy, making it easier for users to navigate and understand.

03. Time. Savings in time can constitute simplicity. People are often overwhelmed by choices and information. Thus, reducing the time spent navigating complex experiences embodies Fierce Reduction. Simplifying processes or decisions can lead to significant time savings for both users and businesses.

04. Learn. Simplicity can facilitate better learning and understanding. This means stripping away complexity, so that individuals can focus on grasping essential concepts more effectively. It is Fierce Reduction. By removing distractions, the core message or function becomes clearer and easier to absorb.

05. Differentiate. Simple does not always mean the same. Recognising differences can lead to innovative solutions. Fierce Reduction means focusing on unique attributes that, in turn, can lead to differentiation in the marketplace. For example, tailoring sales methods and embracing AI Sales Coaching can express these differences.

06. Emote. Simplicity is more about the experience than the object. Emotions play a critical role in how individuals perceive simplicity. Reducing complexity not only leads to better functionality but also enhances emotional engagement with new, innovative products or services. It's a key element of building and reinforcing belief in brand.

07. Trust. Simplicity builds trust. When something is straightforward and easy to use, people are more likely to trust it. Fierce Reduction means streamlining processes can enhance customer trust in a brand or service. Remember to subtract before you add: it was the key to the simplicity of the Google search engine.

In their book Simplify, Richard Koch and Greg Lockwood⁷ cite powerful examples of what they called 'simplifiers': entrepreneurs like Henry Ford, who embraced a number of key principles that apply equally in today's business world:

• Redesign from first principles.
• Reduce product/service line variety.
• Reduce the number of components.
• Eliminate frills.
• Automate tasks.

What these authors went on to talk about was the 'Complexity Trap': the tendency to think that adding new features to a product or service is the only way to retain customers. This is especially true for the information technology industry, where often, leading Software-as-a-Service (SaaS) publishers typically commit to several product feature upgrades every few months.

When we look at Salesforce, as a startup challenger in Customer Relationship Management (CRM) systems in 1999, it delivered on the power of simplicity versus established on-premise software publishers, Siebel, Inc. Over time, 'feature creep' has undermined this advantage.

So now it's time to look at existing information technology, including your SaaS apps, such as Salesforce, and apply the Laws of Simplicity to materially improve everyday processes and tasks. From a human perspective this means creating an environment where all of your stakeholders' are allowing proper Reflection and where support for Experimentation is fully encouraged.

In moving from an overly-complex Current State to a meaningfully simpler Future State there are a number of tehniques, methods and tools that can be brought together to simplify and improve your everyday operations, by applying thoughtful digital innovation.

Design Thinking.

Design Thinking¹ maximises stakeholder engagement by fostering empathy and collaboration across the buying and selling cycle, whilst Value Engineering² builds robust business cases using ROI models to defend value and quantify costs.

Inspired by the Stanford d.school our Design Thinking is delivered as six iterative stages: Empathize; Define; Ideate; Prototype; Test; and, Implement. This offers a structured yet flexible framework to better understand and challenge assumptions and redefine problems.

01. Empathize
The first and most important stage in Design Thinking is Empathize. This where you are creating receptivity and rapport among a broad set of decision-makers and influencers as stakeholders in innovation, leads to trust. In turn, this generates the truth required to move to the Define stage.

02. Define
Clearly articulating the problem to be solved. After gathering insights, define the core problem in a human-centered manner. This stage is about synthesising observations and articulating the problem in a way that guides the creation of a compelling argument for a solution.

03. Ideate
Generating a range of creative ideas to solve the defined problem. This phase involves brainstorming and exploring potential solutions, encouraging out-of-the-box thinking. It's essential for innovation, as it embraces creativity in the discovery of effective outcomes.

04. Prototype
Turning ideas into tangible products. Prototyping means a hands-on approach to the rapid transformation of Current State, generating a simpler, more effective Future State with the right solution. Prototyping is crucial for visualising how the solution will work - e.g. Vibe Coding.

05. Test
Gathering feedback and refining the Prototype. Testing includes feedback collection on reactions to the solution offered. This helps in understanding the prospect's experience, identifying issues, and validating the effectiveness of what has been proposed.

06. Implement
Finalising the solution and making it happen. The final stage involves finalising the solution design based on feedback, completing the development, and launching the innovation process. This ensures that the solution is fully understood and ready for everyday use.

Value Engineering.

Design Thinking is strengthened by Value Engineering: mapping out a solid use case, financial justification and technology preferences for high-value products and services.

Value Engineering was originally conceived by Lawrence D. Miles², a General Electric engineer. Miles' techniques have saved design engineers, manufacturing engineers, purchasing agents and service providers millions of dollars.

To quote Miles, it was necessary to show "why so much unnecessary costs exist in everything we do and how to identify, clarify, and separate costs which bear no relationship to customers' needs or desires."

Value Engineering eliminates waste and determines value over price. This is calculating the cost of purchasing (or crucially, not purchasing) any high-value product or service innovation in a timely manner. It is quantifying time-based value versus the cost of delay or doing nothing.

As Value Engineer, I set the scene mapping your investor's, buyer's or sponsor's needs with your offering. This is where we apply Design Thinking to enable you to build receptivity, rapport, trust and truth generated with investors, buyers or other sponsors - early and often.

From a financial perspective, I start with a simple question for the investor, buyer or sponsor:

What is the cost of NOT investing in the proposed innovation?

Firstly, let's look at the Return On Investment (ROI) Model - a general formula:

ROI = (Cost of Investment / Net Profit​)×100%

To adapt this formula for an As-Is vs. To-Be comparison, consider:

Net Profit: This will be the difference in profits between the Future State (To-Be) and the Current State (As-Is).

Cost of Investment: This is the cost incurred to move from the Current State (As-Is) to the Future State (To-Be).

Given the above considerations, the formula becomes:

ROI = (ProfitTo−Be​ − ProfitAs−Is​​ / Cost of Transition) × 100%

Where:

Profit To-Be = Profit or (benefit) in Future StateProfit As-Is = Profit (or benefit) in Current StateCost of Transition = Cost to move from As-Is to To-Be

Note: If you're measuring benefits other than strict monetary profits, such as time saved or other intangible benefits, ensure you can convert these benefits into a monetary value for this to be valid.

To calculate the Return On Investment (ROI) with the specified inputs, I can formulate several equations. Let's define the variables first:

BVAs-Is = Current State (As-Is) Business Value generated per annum without Solution.BVTo-Be = Future State (To-Be) Business Value generated per annum after investing in Solution.

COS = Cost of Solution.ROI = Return on Investment as a ratio relative to the Cost of Solution.

CoD = Cost of Delay per day when not investing in Solution.CoDN = Cost of Doing Nothing per day when not investing in Solution.

CoDday = Cost of Delay per day when not investing in Solution.

CoDNday = Cost of Doing Nothing per day when not investing in Solution.

Calculating ROI from Solution: Net_Gain - BVTo-Be - BVAs-Is

Calculating ROI: ROI - Net_Gain - CDI / CDIThe ROI is expressed as a ratio. Multiply by 100 to get a percentage.

Cost of Delay (CoD): This represents the loss per day by delaying the Solution purchase. Assume the delay starts from the beginning of the year and goes on for d days:CoD = BVTo-Be - BV As-Is (d x CoDday) - CDI / CDI

Cost of Doing Nothing (CoDN): This is the loss per day for not implementing the Solution. Similarly, for d days:CoDN = BVAs-Is - (d x CoDNday) - CDI / CDI

Reflection.

The ability to generate receptivity, rapport, and trust between all stakeholder in a process of simplifying business or tech is key. Reflection enables investors, buyers or sponsors to align with solutions empathetically, underpinned by enduring trust.

Receptivity through Empathetic Understanding
Reflection in Design Thinking begins with the Empathize phase, where stkeholders will pause to deeply understand the context, challenges, and aspirations of the problem(s) being addressed. This reflective pause, rather than rushing to pitch solutions, creates receptivity by demonstrating genuine care for each stakeholder's perspective. Reflective thinking allows sellers to ask probing questions, listen actively, and uncover unarticulated needs. For instance, instead of presenting a generic value proposition, a stakeholder might reflect on an unique pain or problem.

Rapport through Collaborative Ideation
The Ideate and Define stages of Design Thinking rely on reflective synthesis—processing insights to co-create solutions with all stakeholders. This is engaging in collaborative problem-solving, reflecting on feedback to refine proposals. A reflective dialogue signals respect for each of your stakeholder's expertise and generates a sense of partnership.

Trust through Iterative Prototyping and Testing
Trust in new digital innovations depends on credibility and reliability, which Design Thinking's Prototype and Test stages reinforce through reflection. Stakeholders can present say, Vibe Coded prototypes and reflect on buyer feedback to iteratively refine solutions. This iterative process demonstrates transparency and a commitment to meeting stakeholders needs.

Practice Structured Reflection in the Empathize Phase
Stakeholders should adopt reflective practices such as journaling or debriefing after interactions to capture insights about emotions, motivations, and pain points. For example, after a Mutual Value Discovery session, a stakeholder might reflect on the tone, hesitations, or priorities of other stakeholders, to refine their understanding. Tools like Empathy Maps can structure this reflection, helping stakeholder visualise their collective, broader perspectives.

Create Reflective Dialogue in Ideation
Stakeholders can use reflective questioning techniques, such as “What if we explored this option?” or “How does this align with your goals?” to engage buyers in co-creation. This requires pausing to reflect on buyer responses rather than pushing predefined solutions. Mutual Value Discovery Workshops or collaborative sessions, where say, sellers and buyers brainstorm together, can formalise this reflective dialogue.

Leverage Reflective Iteration in Prototyping
You should prototype solutions incrementally (eg. Vibe Coding), reflecting on buyer feedback at each stage. For example, in a high-value sale, a seller might present a draft proposal, reflect on the buyer’s concerns about ROI, and iterate to include a detailed cost-benefit analysis. This reflective iteration demonstrates responsiveness and builds trust.

Cultivate a Reflective Culture
Organisations can embed reflection by applying Design Thinking principles. This encourages reflective practices like post-meeting debriefs or peer reviews. Leaders can create a culture where pausing to reflect is valued over reactive actions.

Experimentation.

Consistent with the Design Thinking inspired by Stanford d.school I believe that it is vital that business and technical stakeholders fully embrace Experimentation¹⁶ as a state of mind that governs the innovation journey.

Simply put, the best place to start is with five steps that govern innovation, which also flesh-out the Design Thinking and Value Engineering that drives a positive engagement:

Framing the Testable Idea.
Defining Evidence.
Selecting The Test.
Building the Prototype.
Executing, Analysing, Testing.

With this approach to Experimentation, underpinned by Design Thinking and Value Engineering, a process that is incorporated in my work in creating AI-powered Salesforce and Vibe Coding:

Models
From generating high levels of engagement among all key stakeholders throufh Design Thinking, the Value Engineering process creates Return On Investment Models (ROI) Models for the offer, creating a solid business case for investors, buyers or sponsors. This defends value over price.

Projects
With a clear ROI Model in place, a Compelling Value Proposition is translated into a Project Plan. This includes setting out a hierarchy of Milestones, Tasks, Deliverables and Costs, mapped against the ROI Model to generate a strong business case for engaging in digital innovation.

Tasks
Project Tasks are assigned to Users where many Tasks can make up the Milestones and Complete Projects related to the Project Plan. Project Tasks utilise Activities for Tasks, Emails and Calls - all capturing in a tailored SaaS app.

Resources
Human and Digital Resources are assigned to Project Tasks, defining named Users, fully supported by AI Augmentation or AI Automation options. Resources include customisable record layouts for Skills for eLearning and Certifications - also created in a tailored SaaS app.

Storyboards
Alongside Snapshots, Storyboards are continuously updated via a Web Form and SaaS app record, defining and iterating Problems and Challenges expressed in terms of both urgency, importance - and also, how they are mapped to Models.

Decisions
In moving from the what-if Projections of a ROI Model for a Compelling Value Proposition, the investor, buyer or sponsor agrees and continuously refines Value Engineering calculations for purchasing against Economic Basis of Decision and Emotional Basis of Decision scoring.

Solutions
Over time, the Compelling Value Proposition emerges from a Mutual Value Discovery between all stakeholders. This is where progressively clearer Solutions are developed and documented. This is underpinned by a convincing Value Engineering and ROI Model outcome.

Checklists
The Checklist Module allows for customised Checklists to be used at each stage of digital innovation. One or more Checklists can be included in Tracking, where this can measure the change of status for each Checklist Item over time.

Objections
Combining in-depth human experience with an AI Agent to work through predicted and actual objerction handling situations. Example: "The buyer says our price is too high compared to the competition. How should I respond?"

Calculations
Using Models to generate what-if Return On Investment (ROI) Calculations that results in a clear comparison between Current State and Future State. This feeds into a progressive Mutual Value Discovery to result in a solid Value Engineering outcome for all stakeholders.

Guidance
Again, combining human experience with AI Assistant to ask questions informing the right actions at key stages of say, a buying and selling cycle. Example: "We're in the negotiation stage of the deal. What are the most important things to focus on to close the deal successfully?"

Deep Work.

If we want to subtract from everyday business processes and tasks, we also need to deal with what has been described as Deep Work⁸ by Cal Newport in his book of the same title. The author here defines Deep Work as:

"Professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit. These efforts create new value, improve your skill, and are hard to replicate."

Similarly, and inspired by an earlier work by thought leader Nicholas G. Carr⁹, Newport, goes on to define the opposite of Deep Work as Shallow Work:

"Non-cognitively-demanding, logistical style tasks, often performed while distracted. These efforts tend to not create much new value in the world and are easy to replicate."

Of course, these books referenced above were mostly written before AI tech emerged. Today, AI has mostly an Augmentation role, as Copilot in the pursuit of Deep Work. Over time, AI will evolve into more of an Automation role, as Coworker to replace human labour for Shallow Work.

This also relates to Flow State. I am not talking about the Salesforce Flow technology here, but a serious work from psychologist Mihaly Csikszentmihalyi¹⁰ which talks about a 'Flow State' that means productive, satisfying Deep Work.

In summary, a Flow State generates Deep Work. This relates to designing an AI-powered app as an Augmentation of human work, where Flow can be achieved if:

• It enables timely task completion.
• It maintains the user's attention.
• It provides continuous feedback.

From a User Experience (UX) Design perspective, Flow State can be thought of as a need to create a 'Meaningful Journey' as an intuitive path through a process. This is where Design Thinking and experimentation is key to understanding:

• What is intuitive without AI Augmentation.
• What is intuitive only when supported by AI Augmentation.
• What is so intuitive that AI Automation can completely replace human effort (unlikely today).

This also means ensuring Progressive Disclosure, where desktop, tablet and smartphone user interface layouts avoid cognitive overload by keeping actions to the simplest design per screen. This is key to our No-Code First approach with Salesforce and Vibe Coding at Being Guided.

The last category replacing human effort with AI Automation could be thought of as something that has to pass a 'Turing Test¹¹. In this context, the author talks about a revision of Alan Turing's Imitation Game.

Today, this could simply mean that the Turing Test is passed if, say, a consumer talking to AI thinks they are talking to a human. Think about that, next time you apply for a business loan or a mortgage to buy a house!

Vibe Coding.

There are now early signs of disrupters entering the SaaS marketspace, talking of the new AI-powered Vibe Coding technology that will change the way software is developed. In the Salesforce world this is building on a long established leadership in No-Code First innovation.

In creating a brainware-to-software innovation, I see Vibe Coding as a set of new but reliable technologies that accelerate the design and development of SaaS apps built on the Salesforce Lightning Platform¹⁷.

Today, I use the visual No-Code First approach to tailoring SaaS apps on Salesforce, where the Lightning Framework creates apps fast at lower cost with clicks, not code.

The good news in the Salesforce environment is that the Large Language Model-powered DeepAgent tools from Abacus.ai¹⁵ make a No-Code First approach to building apps go even faster and in a safe way. This ensures that there is always a human-in-the-loop before going live with AI-generated code.

No-Code First is a strategy where software solutions are initially built using no-code or low-code platforms, enabling rapid prototyping and empowering non-developers (often called 'citizen developers') to create functional applications.

This approach of No-Code First is especially powerful when combined with Vibe Coding, where users describe their intent in natural language, and AI generates the code or the configuration needed to realise that intent (Masood, 2025)¹⁸.

Summary.

The time has come to subtract, not add to current state business processes and corresponding information technology systems. Keep it simple. Less is more. Before embracing AI in your Future State organisation, it is time to apply Fierce Reduction to your Current State environment.

Start with the broadest set of stakeholders and engage in Design Thinking. As this begins to reveal areas for simplifying business processes and tasks, This explores Current State services and systems as Future State areas for removing technical debt and improving user experience.

I combine Design Thinking with Value Engineering, creating compelling ROI Models for setting out the priorities related to transformation in Future State scenarios for digital innovation with technologies including Salesforce and emerging AI tools.

Complexity is a challenge, but it’s one that knowledge-intensive organisations can and must conquer. Fierce Reduction provides a clear path to simplification, ensuring business processes and digital innovation is effective.

Think of this as a pragmatic state of mind, defeating complex thinking, yet recognising the reality of everyday working life. For me, I can relate this to building Salesforce SaaS apps, augmented by AI and focused on simplifying important processes and tasks. Here are two of my real world use case examples:

Healthcare.
Creating a seamless user experience for both patients and professionals in every stage of a private hospital service run by a UK National Health Service (NHS) Trust: from initial enquiry, through identifying the correct treatment, to generating a price quotation and arranging an appointment. This is sometimes from an initial phone call, or otherwise, in iterative calls.

Finance.
Enabling a car dealer and asset finance house to determine what's required and what's truly available as stock finance for one or many vehicles. This is where business and personal credit scoring is provided for at speed, yet fully compliant with regulatory rules - and where deals that are viable can be executed faster. Then if underwriting is not possible, both dealer and asset finance house representative get to know in a more timely, constructive manner.

Lastly: remember, in any organisation before you apply AI, simplify.

References

1. The Hasso Plattner Institute of Design. (2004) Stanford d.school. https://dschool.stanford.edu/about
2. Miles, L.D. (1947). The Lawrence D. Miles Value Engineering Reference Center Collection.
   https://minds.wiscon.edu/handle/1793/301
3. McKinsey & Company. (2020). Simplifying Complexity: A Strategic Imperative. https://www.mckinsey.com/business-functions/operations/our-insights/simplifying-complexity-a-strategic-imperative
4. Scott, D. (2019). The Bull by Pablo Picasso – A Lesson in Abstraction. Draw Paint Academy. https://drawpaintacademy.com/the-bull/
5. Klotz, L. (2021). Subtract. The untapped Science of Less. Flatiron Books. https://leidyklotz.com/media/
6. Segall, K. (2010). Insanely Simple. The Obsession That Drives Apple's Success. Penguin Group (USA), Inc.
   https://kensegall.com/books/
7. Koch, R. and Lockwood, G. Simplify. (2016). Piatkus.
   https://richardkoch.net/books/29-simplify
8. Newport, C. (2016). Deep Work. Grand Central Publishing.
   https://calnewport.com/deep-work-rules-for-focused-success-in-a-distracted-world/
9. Carr, N.G.(2010). The Shallows. Atlantic Books.
   https://www.nicholascarr.com
10. Csikszentmihalyi, M. (1990). Flow. The Psychology of Optimal Experience. HarperCollins. https://www.researchgate.net/publication/224927532
11. Turing, A. (1949). Imitation Game. Stanford Encyclopedia of Philosophy.
    https://plato.stanford.edu/entries/turing-test/
12. Maeda, J. (2006). The Laws of Simplicity. Design, Technology, Business, Life. Cambridge, Great Britain: MIT Press.
    https://mitpress.mit.edu/9780262539470/the-laws-of-simplicity/
13. Sahay, S., & Sundararaman, V. (2023). Low-code and no-code platforms: Democratizing software development in the enterprise. Business Horizons, 66(2), 239-248. https://doi.org/10.1016/j.bushor.2022.10.004
14. Karpathy, A. [@karpathy]. (2025, February 2). There’s a new kind of coding I call “vibe coding”, where you fully give in to vibes, embrace exponentials, and forget that code even exists. X.
    https://x.com/karpathy/status/1753472166197080428
15. Abacus.ai. (2025). Abacus AI platform overview.
    https://abacus.ai/platform
16. Liedtka, J., Chen, E., Foley, N., & Kester, D. (2021). The Experimentation Field Book: A Step-by-Step Project Guide. Columbia Business School Publishing.
    https://cup.columbia.edu/book/the-experimentation-field-book/9780231214179/
17. Stutz, A., & Kolb, R. (2021). Salesforce Lightning Platform Enterprise Architecture (3rd ed.). Packt Publishing.
    https://github.com/PacktPublishing/Salesforce-Lightning-Platform-Enterprise-Architecture-Third-Edition](https://github.com/PacktPublishing/Salesforce-Lightning-Platform-Enterprise-Architecture-Third-Edition)
18. Masood, A. (2025, April 19). Coding by Vibes: Can AI Really Write 80% of Tomorrow’s Software?Medium.
    https://medium.com/@adnanmasood/coding-by-vibes-can-ai-really-write-80-of-tomorrows-software-3562425cff51
19. de Bono, E. (1998). Simplicity. Penguin Books.
    https://www.penguin.co.uk/books/56274/simplicity-by-edward-de-bono/9780241257487
20. Newport, C. (2024). Slow Productivity. Penguin Random House.
    https://www.penguin.co.uk/books/454746/slow-productivity-by-newport-cal/9780241652916