At the beginning of 'Walden, ' Henry David Thoreau makes a concise case against the complexity of modern life. 'Our life is frittered away by detail. An honest man has hardly need to count more than his ten fingers, or in extreme cases he may add his ten toes, and lump the rest. Simplicity, simplicity, simplicity!' he writes. '[L]et your affairs be as two or three, and not a hundred or a thousand; instead of a million count half a dozen, and keep your accounts on your thumb-nail. . . . Simplify, simplify.'
在《瓦爾登湖》(Walden)一書的開頭,，梭羅(Henry David Thoreau)用簡短的篇幅抨擊了現(xiàn)代生活的復(fù)雜性,。他寫道：“我們的生活在瑣碎之中消耗掉了,。一個老實人除十指之外,，便用不著更大的數(shù)字了,，在特殊情況下也頂多加上十個足趾,，其余不妨籠而統(tǒng)之,。簡單,，簡單,，簡單啊,！我說,，最好你的事只兩件或三件，不要一百件或一千件,；不必計算一百萬,，半打不是夠計算了嗎，總之,，賬目可以記在大拇指甲上就好了……簡單化,，簡單化！”
That was the 19th century, though, and we live in the 21st. In a typical day, we encounter dozens -- if not dozens upon dozens -- of moments when we are delayed, frustrated or confused by complexity. Our lives are filled with gadgets we can't use (automatic sprinklers, GPS devices, fancy blenders), instructions we can't follow (labels on medicine bottles, directions for assembling toys or furniture) and forms we can't decipher (tax returns, gym membership contracts, wireless phone bills).
然而梭羅所指的還是19世紀(jì),，我們現(xiàn)在生活在21世紀(jì),。在最平常的一天，都會有數(shù)十個甚至更多時刻,，生活的復(fù)雜性不僅耽誤了我們的時間,，還會讓我們感到失望或困惑,。我們的生活中充滿了我們不需要的小東西（自動灑水器、全球衛(wèi)星定位系統(tǒng)設(shè)備,、花哨的攪拌器）,、我們看不懂的說明書（藥瓶上的標(biāo)簽，組裝玩具或家具的說明書）,，以及我們無法破譯的表格（納稅申報表,、健身房會員合同、手機(jī)話費單）,。
Every facet of our lives, even entertainment and recreation, is complicated by an ever-widening array of choices delivered at a frantic pace. Consider:
我們生活的各個方面,，甚至連娛樂和休閑都因為日益拓寬的選擇而復(fù)雜化?？纯催@些數(shù)字吧：
-- More than 800, 000 apps in the Apple App Store
蘋果的App Store里有超過80萬個應(yīng)用程序
-- 240-plus selections on the Cheesecake Factory menu, not including lunch or brunch specials
除了為午餐或早午餐臨時推出的特色菜之外,，Cheesecake Factory的菜單上還有逾240種菜品
-- 135 mascaras, 437 lotions and 1, 992 fragrances at Sephora.com
絲芙蘭的網(wǎng)站(Sephora.com)上有135種睫毛膏，437種乳液以及1,992款香水
In 1980, the typical credit card contract was about 400 words long. Today, many are 20, 000 words. 'Fine print' complexity costs us money in the form of hidden fees (about $900 per year for the average consumer, according to research conducted by the Ponemon Institute), denied claims and unanticipated charges ($2 billion in one year for landline phone customers, according to the Federal Communications Commission).
1980年,，信用卡合同的長度一般為400詞左右,。如今，許多合同長達(dá)2萬詞,。附屬細(xì)則中的隱形費用,、拒絕索賠條款和意料之外的收費讓我們支付了更多的錢。根據(jù)波耐蒙研究所(Ponemon Institute)的研究,，普通消費者每年支付的隱形費用大約為900美元（約合5,580元人民幣）,。根據(jù)美國聯(lián)邦通訊委員會(Federal Communications Commission)提供的數(shù)據(jù)，針對座機(jī)電話的用戶,，其每年的意料之外的收費總計可達(dá)20億美元（約合124億人民幣）,。
Who has 90 minutes to read 20, 000 words or the time to select a Medicare Part D prescription plan (a Web search on medicare.gov will return 45 plans for you to consider)? Ponder the fact that a dermatologist must sign his name to forms almost 30, 000 times a year, according to a 2008 article in the Southern Medical Journal. We are on autopilot -- blindly signing, agreeing, working and spending.
誰肯花90分鐘時間閱讀2萬個詞,，或者,，誰會有時間去選擇一個聯(lián)邦醫(yī)療保險處方藥計劃(Medicare Part D)（在medicare.gov上搜索會得到45個方案）呢？想想吧,，根據(jù)《南部醫(yī)學(xué)雜志》(Southern Medical Journal)顯示,，一名皮膚科醫(yī)生一年需要在將近3萬個表格上簽字,。我們現(xiàn)在好像坐上了自動駕駛儀，每天盲目地簽字,、批準(zhǔn),、工作和花錢。
How did we get into this mess? Lawyers and technologists are the taproots of complexity. Government regulators make things worse with misguided attempts to require 'disclosure.' Predatory companies with business practices that are onerous for consumers are only too happy to hide behind the cloak of complexity. And virtually all companies and organizations are averse to change and naturally inclined to take the path of least resistance. For them, it is far easier to keep tacking on amendments and exclusions than to take a blank-slate approach that would make things clearer to customers.
我們是怎么惹上這些麻煩的呢,？律師和技術(shù)人員是復(fù)雜生活產(chǎn)生的根源,。此外，政府監(jiān)管機(jī)構(gòu)要求“公開信息”的誤導(dǎo)性措施讓事情變得更糟,。一些公司的商業(yè)操作對消費者來說過于繁重,，它們非常愿意躲在復(fù)雜的外衣掩蓋下,。事實上，所有公司和機(jī)構(gòu)都不愿意做出改變,，它們自然地傾向于最小程度地抵制政府對信息公開的要求,。對于他們來說，與其采用讓客戶更清楚的方式,，不如繼續(xù)使用拐彎抹角的附錄和免責(zé)條款,，因為后者要容易得多。
Do you know anyone who stops to read 'click-through' agreements on websites in the middle of performing a task? One company, PC Pitstop, deliberately buried a clause in its end-user license agreement in 2004, offering $1, 000 to the first person who emailed the company at a certain address. It took five months and 3, 000 sales until someone claimed the money. The situation hadn't improved by 2010 when Gamestation played an April Fools' Day joke by embedding a clause in their agreement saying that users were selling them their souls.
你認(rèn)識在網(wǎng)站上注冊時讀完網(wǎng)站協(xié)議再點擊“繼續(xù)”的人嗎,？2004年,，PC Pitstop公司故意在終端用戶許可協(xié)議中加了一條,，稱將獎勵給第一個按要求向某地址發(fā)送郵件的人1,000美元,。過了五個月，在公司賣出了3,000臺電腦之后,，終于有人獲得了這1,000美元,。2010年的情況也是如此，那年的愚人節(jié),，Gamestation公司開玩笑地在協(xié)議中加入一句話,，說用戶正在出賣自己的靈魂。
Complexity is the coward's way out. But there is nothing simple about simplicity, and achieving it requires following three major principles: empathizing (by perceiving others' needs and expectations), distilling (by reducing to its essence the substance of one's offer) and clarifying (by making the offering easier to understand or use).
使事情復(fù)雜化是懦夫解決問題的辦法,。不過要做到簡單絕非易事,。實現(xiàn)簡單需要遵循三大原則：為對方著想（這需要你理解他人的需要和預(yù)期），化繁為簡（去粗存精,，只保留產(chǎn)品或服務(wù)的實質(zhì)）,，以及清晰的表達(dá)（讓你的服務(wù)更容易理解或使用）。
Why is it so rare for a product or service to be launched with simplicity baked in? The missing ingredient is empathy. Companies tackle simplification as a science rather than as an art. They measure the length of customer service calls down to hundredths of a second, run readability formulas counting syllables and monitor mouse-clicks by the millions. Afraid to let common sense prevail, companies rely on numbers to judge clarity and usefulness -- two attributes that defy quantification. As a result, they send out documents that they tout as being written at a sixth-grade reading level when in fact no college-educated person understands them.
為什么很少出現(xiàn)具有簡單之美的產(chǎn)品或服務(wù)呢,？就是因為人們不會設(shè)身處地為對方著想,。企業(yè)把簡化的過程看做是一門科學(xué)，而不是藝術(shù),。他們以百分之一秒為單位計算客服電話的長度,，使用可讀性公式來計算音節(jié)的多少，以百萬為單位監(jiān)控點擊鼠標(biāo)的次數(shù),；但企業(yè)卻不愿以常識為原則,，而是依賴數(shù)字來判斷清晰度和實用性，而這兩個特點是不能被量化的,。因此,，盡管他們稱自己的文件是針對六年級閱讀水平寫成的，而事實上擁有大學(xué)文憑的人都無法理解他們的意思,。
Empathy is the only way to truly shorten the distance between an organization providing services and the individual receiving them. Cleveland Clinic (a client, in the mid-90s, of the brand-strategy firm where we work) understands that empathizing with patients is critical, so it doesn't just focus on simplifying medical care but looks at everything the patient experiences: smells, sounds, greetings, hospital gowns, security and appointment scheduling. It wasn't until staff members were wheeled through hallways lying in hospital beds that they realized how disconcerting and dizzying that experience can be. Preparing patients for the 'thrill' ride is a simple gesture that allays fears.
設(shè)身處地為對方著想,，這是唯一的方式,，能真正縮短提供服務(wù)的機(jī)構(gòu)和獲得服務(wù)的個人之間距離?？死锓蛱m醫(yī)療中心(Cleveland Clinic)（是我們工作的品牌戰(zhàn)略公司上世紀(jì)90年代中期的一個客戶）知道,，站在病人的角度思考至關(guān)重要，因此該中心不僅僅專注于簡化醫(yī)療保健服務(wù),，而且關(guān)注病人一切體驗：氣味,、聲音、問候,、醫(yī)院制服,、安全保障和預(yù)約安排。員工們只有親自躺在病床上被用輪椅推到走廊時,，他們才會意識到這個過程是多么令人窘迫和頭暈,。讓病患為這場“驚悚”做好準(zhǔn)備，是一個簡單但卻能夠緩解恐懼的措施,。
The clinic's guiding principle -- patients first -- is used as a mantra by chief executive Toby Cosgrove, who weaves patient experience stories into all of his presentations. Everyone at the hospital, regardless of his or her job, is called a 'caregiver.' Through this simple change in vocabulary, Cleveland Clinic is able to send an important signal to everyone in the organization about what's expected.
這家醫(yī)療中心“病人至上”的指導(dǎo)原則,，被首席執(zhí)行長托比?科斯格羅夫(Toby Cosgrove)奉為真言，他把有關(guān)病人經(jīng)歷的故事融入自己所有的演講中,。醫(yī)院的每個人,，無論具體職能，都被稱作“關(guān)愛給與者”,。通過用詞的簡單變化,，克里夫蘭醫(yī)療中心向機(jī)構(gòu)所有員工發(fā)送了一個重要信號，告訴他們病患對他們的期待是什么,。
What makes the biggest impression on people during their stay in a hospital? As Cleveland Clinic learned, it's the small details: how long it takes a nurse to answer the call bell, the availability of food on request, whether staff members follow the '10-4' rule ('when 10 feet away from a patient, smile and make eye contact; when 4 feet away, address the patient').
人們待在醫(yī)院時,，哪些事情留給他們最深的印象？克里夫蘭醫(yī)療中心認(rèn)為是一些細(xì)節(jié)：護(hù)士多長時間會回應(yīng)呼叫鈴,；食物是否能隨叫隨到,；員工是否遵守了10-4規(guī)定（在距離病人10英尺遠(yuǎn)的時候微笑和眼神交流，距4英尺遠(yuǎn)的時候開始回應(yīng)病人的訴求）,。
Borrowing from the hospitality industry, Cleveland Clinic has even paid attention to the scent in the air. No antiseptic aroma; the air smells like a signature fragrance favored by four-star hotel chains. Everything from the way doctors talk to patients (in plain English, and with a willingness to answer questions until there are none left), to the hospital gowns (designed by Diane von Furstenberg to combine ease of access with a touch of dignity), to the clear, concise bills you receive after checking out reflects a commitment to simplifying the interaction between a human being and a large, complex medical establishment. The hospital has achieved simplicity through the elimination of 'hassles' and the addition of clearer, more human communication.
克里夫蘭醫(yī)療中心甚至向酒店業(yè)學(xué)習(xí),，關(guān)注空氣中的氣味。這里沒有消毒劑的味道,，空氣聞起來就像四星級連鎖酒店里常有的香味,。從醫(yī)生對病人的講話（愿意用簡單易懂的英語回答病人的所有問題，直到病人滿意為止）到醫(yī)院的著裝（由黛安?馮芙絲汀寶(Diane von Furstenberg)設(shè)計,，結(jié)合了親和力和高貴之感）,，以及出院時清晰簡潔的單據(jù)，這些都反映出,，克里夫蘭醫(yī)療中心致力于簡化人類和大型復(fù)雜醫(yī)療機(jī)構(gòu)之間的互動,。通過減少麻煩和增加更清晰更人性化的交流,，這家醫(yī)院實現(xiàn)了簡單化。
One of the keys to achieving empathy is feedback. The hospital gathers lots of it from patients and displays the data in patient experience 'dashboards.' For staff members eager to do well in comparison with their peers, 'Bedside Manner' has become a measurable attribute, not an intangible quality.
為病人著想的關(guān)鍵在于獲得病人的反饋,。這家醫(yī)院收集了大量病人反饋,，并將數(shù)據(jù)展示在一個有關(guān)病人體驗的“控制面板”上。對于積極上進(jìn)的員工來說,，“臨床禮儀”已成為一個可量化的品質(zhì),。
If Cleveland Clinic appeals to the emotional side of our brains to provide a simple, soothing experience, the supermarket chain Trader Joe's tries to simplify rational choice. The company's long-standing goal is to reduce the grocery-shopping experience to a few manageable decisions. Trader Joe's figured out that trying to give people everything is a lousy business model: It overwhelms customers, clutters stores and undermines the shopping experience, causing some customers to default to 'no' since they can't make up their minds. On top of that, it is inefficient for handling inventory.
如果說克里夫蘭醫(yī)療中心提供的簡單、令人放松的體驗滿足了我們的感性需求,，超市連鎖Trader Joe's的嘗試則簡化了我們的理性選擇,。這家公司的長期目標(biāo)是將雜貨店的購物體驗簡化為幾個可以管理的決定。Trader Joe's發(fā)現(xiàn),，努力向人們提供所有的商品是一種糟糕的商業(yè)模式,，這會讓客戶難以抉擇，導(dǎo)致商店擁堵,，破壞購物體驗,，一些客戶會自動拒絕購買任何東西,，因為他們無法作出決定,。最重要的是，無法有效地控制庫存,。
Trader Joe's offers many fewer products than other supermarkets (about 4, 000 items instead of 40, 000, according to Peter Sealey of the Sausalito Group). Limiting variety doesn't mean bland selections, however; the company does extensive research on its customer base to make smart choices on behalf of the people who shop there, mixing in some exotic food choices and using playful, quirky packaging. Shoppers are thus spared the aggravation of having to sort through dozens of options for jam or mustard or frozen foods.
Trader Joe's提供的產(chǎn)品比其他超市要少（Sausalito Group的彼得?希利(Peter Sealey)稱,，它只提供大約4,000種商品，而不是4萬種）,。不過,，限制產(chǎn)品種類并不意味著店內(nèi)的產(chǎn)品是枯燥乏味的。這家公司對客戶進(jìn)行了廣泛研究,，從而代表消費者作出了聰明了選擇,。這家商店購進(jìn)了一些外國食品，店內(nèi)商品采用好玩,、奇特的包裝,。購物者因此不必辛苦地從幾十種果醬、芥末或速凍食品中作出選擇,。
Does it work? The chain, which has about 350 stores in the U.S., sells an estimated $1, 750 in merchandise per square foot, according to Fortune magazine in 2010, more than double the sales generated per square foot by Whole Foods Market.
這么做行得通嗎,？據(jù)2010年的《財富》(Fortune)雜志稱，這家連鎖店在美國大約有350家門店,，平均每平方英尺（約0.09平方米）的店面帶來的銷售額大約為1,750美元（約合1萬人民幣）,，比全食有機(jī)食品連鎖店(Whole Foods Market)每平方英尺的銷售額的兩倍還多。
Sometimes simplicity can be a matter of life and death. A decade ago, worried that confusing prescription labels threatened the health of her grandparents, Deborah Adler decided to do something about it. A graphic designer, she took on this challenge for her master's thesis. Rearranging the small type on the typical prescription label, Ms. Adler put the information in a logical order, giving prominence to the things that people most need to know at the moment they are reaching for their medicine. She divided the label into two parts, separated by a thick black line, and placed the critical information, such as the name and dosage of the medication, at the top, with everything else relegated to the bottom.
有時候,，簡單化有著生死攸關(guān)的重要性,。10年前,，由于擔(dān)心令人困惑的藥品標(biāo)簽可能會耽誤祖父的治療，德博拉?阿德勒(Deborah Adler)決定做些什么,。作為圖像設(shè)計師,，她在碩士論文中討論了這個難題。阿德勒重新排列了藥品標(biāo)簽上的小字,，以一種有邏輯的順序安排標(biāo)簽上的信息,，突出顯示人們在拿到藥品時最想知道的信息。她把標(biāo)簽分成由一條粗黑線分隔的兩部分,，并把藥物名稱和用量等重要信息放在黑線上端,，其他的信息則放在下面。
Ms. Adler next considered the shape of the bottles. The wraparound labels on conventional round bottles were difficult to read, so she designed a flat tube-shaped container that stood upright on its cap, with plenty of room for a large, flat label that could be read easily at a glance. Also, by color-coding the bottles, she made it possible for family members to distinguish among their individual medications. Her simpler, clearer drug packaging has been adopted by Target pharmacies nationwide.
阿德勒接下來考慮了藥瓶的形狀,。傳統(tǒng)圓形瓶子上的標(biāo)簽難以閱讀,，因此她設(shè)計了一個扁平管狀容器，有足夠的空間可以平貼一張標(biāo)簽,，這樣一來標(biāo)簽的內(nèi)容就一目了然了,。此外，她還在瓶身上加了彩色代碼,，家庭成員可區(qū)分他們各自的藥物,。她的更簡單、清晰的藥品包裝已被全國的Target藥房采用,。
Smart companies test product information by finding out how customers perceive it and how much of it the customers actually comprehend. Measuring perception alone can be misleading because people are often reluctant to confess their confusion. They view it as a personal failing rather than as a flaw in the information. Measuring their ability to perform tasks based on the information is a more reliable indicator of its clarity and precision.
聰明的企業(yè)往往通過調(diào)查客戶對產(chǎn)品信息的理解,，以及能理解到什么程度來測試產(chǎn)品信息是否足夠簡單。單獨評估客戶的理解程度可能產(chǎn)生誤差,，因為人們通常不愿意承認(rèn)自己的疑惑,。他們認(rèn)為這是自己的失敗，而不是信息表達(dá)的缺陷,?？蛻舾鶕?jù)信息執(zhí)行任務(wù)的能力才是更可靠的指標(biāo)，以此可衡量產(chǎn)品信息表達(dá)的清晰度和準(zhǔn)確度,。
This type of testing can be conducted quickly and cheaply with online panels of consumers. For example, testing a notice from the Internal Revenue Service (a current client of ours), a taxpayer might be asked how much they would pay in penalties and interest if they missed a deadline, revealing their actual understanding of the consequences of their actions, not just their impression of the tone and clarity of the notice. Similarly, patients can be asked what dosage of medication to take and when so that we don't have to guess whether they truly understand the package directions.
由于網(wǎng)絡(luò)上有大量消費者資源,，這種測試可以非常便捷，又無需花很多錢,。例如,，如果要測試美國國稅局(Internal Revenue Service)（目前是我們的客戶）的一則通知，納稅人可能需要回答,，如果錯過最后期限他們需要支付多少罰金和利息,，從中就可以看出他們對行動的后果的真實理解，而不光是了解到他們對信息的大致印象。同樣,，病人可能會被問到用藥的計量以及用藥時間,，這樣我們就不需要猜測他們是否真正理解了包裝上的說明。
Simplicity is slowly catching on as a standard. The Pew Charitable Trust, for instance, is trying to develop simplified model documents on financial topics such as banking fees, about which there is widespread and costly confusion. The model form that Pew put forward last year has been voluntarily adopted by several of the nation's largest banks─a very encouraging sign.
簡單正在慢慢成為一種標(biāo)準(zhǔn),。例如,，皮尤慈善信托基金會(Pew Charitable Trust)正在努力開發(fā)簡化版本的金融文件，比如銀行費用,，人們對銀行費用存在廣泛的困惑,，而這種困惑的代價相當(dāng)高昂。美國的幾家大型銀行主動采用了皮尤慈善信托基金會去年推出的模板,，這是一個令人振奮的信號,。
Similarly, the Consumer Financial Protection Bureau is working its way through the disclosures related to major consumer financial transactions (student loans, home mortgages, payday lending) with an eye to making it easier for borrowers to do comparison shopping. Local governments such as New York City are simplifying residents' interactions with the bureaucracy through systems such as a 311 hotline for complaints and urgent matters. And social media is allowing all of us to get closer to companies and institutions and to make known our concerns and compliments.
同樣，消費者金融保護(hù)局(Consumer Financial Protection Bureau)正在研究與主要的消費者金融交易有關(guān)的信息公開（學(xué)生貸款,、住房抵押貸款,、發(fā)薪日借貸），目標(biāo)是使借款者更容易比較消費,。通過311投訴和緊急事務(wù)熱線等系統(tǒng),，紐約等地的地方政府正在簡化消費者與金融保護(hù)局之間的互動。社交媒體也正在使人們與企業(yè)機(jī)構(gòu)間建立更密切的關(guān)系,，使人們的擔(dān)憂和好評能被更好地了解,。
What do we still need to simplify? For ordinary personal and commercial transactions, we need brief online contracts with interactive features explaining key words, concepts and computations. We need personal health records that can be easily used and updated by all health-care providers. We need summaries of our home and auto insurance that clearly explain how we will be reimbursed when the next storm hits; clear, one-page hospital bills that will allow us to recognize each element in the care that we receive; and a simplified tax code that will eliminate the need for costly tax return preparation by professionals.
我們還需要簡化什么？對于普通的人事和商業(yè)交易來說,，我們需要簡潔的網(wǎng)絡(luò)合同,，通過互動手段解釋一些關(guān)鍵詞,、概念和計算方法,；我們需要個人健康記錄，任何醫(yī)療保健服務(wù)提供者都能輕松使用和更新,；我們需要家庭和汽車保險概要,，它能清楚解釋下一次風(fēng)暴來襲時我們將如何獲得補(bǔ)償；我們需要醫(yī)院僅一頁紙長的單據(jù),，清晰告知我們享受到了哪些醫(yī)療服務(wù),；另外還需要一個簡化的免稅代碼，從而使專業(yè)人員無需準(zhǔn)備高成本的納稅申報單,。
For any modification or addition to its pristine home page, Google GOOG -1.06% has a famous zero-based approach, which is meant to avoid creeping complexity. The company requires extensive justification for any new visual element, assigning 'points' for each change in type style, size or color. The goal is the fewest number of points because, as the company says, 'More points = less simplicity.' Other institutions would do well to adopt a similar approach for evaluating new services, communications and products.
谷歌(Google)采用了一種著名的零基礎(chǔ)法來決定是否對其原始主頁進(jìn)行修改或補(bǔ)充,，這種方法旨在避免使頁面復(fù)雜化。公司要求對任何新的可視元素進(jìn)行廣泛論證,，為版式風(fēng)格,、尺寸和顏色上的每一個變化打分。谷歌的目標(biāo)是讓變化的總分最少，該公司說,，這是因為分?jǐn)?shù)越高,，頁面越不簡潔。其他機(jī)構(gòu)也可采取類似的方法來評估新的服務(wù),、溝通和產(chǎn)品,。
Simplicity may sound like a narrow standard, but it can help companies, governments and every other sort of organization winnow down unnecessary choices and clarify their messages to consumers, clients and citizens. We may not quite be able to re-create Thoreau's calm life on Walden Pond, but it is always possible to drive improvement by simplifying.
簡單化可能聽起來是一個不易達(dá)到的標(biāo)準(zhǔn)，但它能幫助公司政府和各種機(jī)構(gòu)剔除不必要的產(chǎn)品和服務(wù),，使消費者,、客戶和市民獲得更清楚的信息。我們也許不能夠復(fù)制梭羅在瓦爾登湖的寧靜生活,，但是我們永遠(yuǎn)可以通過化繁為簡來改善自己的生活,。
(─Mr. Siegel and Ms. Etzkorn are the authors of 'Simple: Conquering the Crisis of Complexity, ' to be published by Twelve on April 2. Mr. Siegel is the CEO of Siegelvision, a brand-identity consultancy, and is the chairman emeritus of Siegel+Gale, a brand-strategy firm where Ms. Etzkorn is an executive director.)
Alan Siegel和 Irene Etzkorn合著的新書《簡單：戰(zhàn)勝復(fù)雜危機(jī)》(Simple: Conquering the Crisis of Complexity)于4月2日由Twelve出版。Alan Siegel是品牌身份咨詢公司Siegelvision的首席執(zhí)行長,，也是品牌戰(zhàn)略公司Siegel+Gale的榮譽(yù)董事長,。Irene Etzkorn在Siegel+Gale公司擔(dān)任執(zhí)行董事。
