Growth by Subtraction
- Apr 23
- 3 min read
Growth during times of economic instability requires different commercialization approaches, and sometimes the exact opposite.
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For decades, growth was synonymous with addition: more products, more sellers, more campaigns, more geographies. But today’s saturated, complex environment demands a new playbook focused not on sheer scale, but on clarity and selective investment. As Harvard’s Leidy Klotz, author of Subtract, puts it, “We default to addition, but subtraction often brings more value, clarity, and growth.”
Scaling Isn’t the Goal
The era of “hyperscaling”, where companies chased headcount charts and bloated product catalogs, is at an end. “When we let go of what doesn't belong, we gain more than just clarity. We gain energy, focus, and the freedom to pursue what truly matters,” says organizational strategist Jim Huling. Empirical evidence backs this up: as organizations accumulate layers of process and management, wasted labor mounts, costing large companies hundreds of millions in lost productivity. Steve Jobs’ return to Apple is often cited: by cutting 70% of the product line, he focused the company’s energy on a few ideas and sparked a period of iconic innovation.
Importantly, growth now depends on a company’s ability to strategically absorb downs. “Building resilience into your business strategy is not just a matter of survival; it's an opportunity to thrive in adverse conditions,” notes Empiraa, highlighting that those who treat setbacks as learning opportunities position themselves to capitalize fully on the next upcycle. “Resilient organizations soften the blow of an immediate crisis…restoring operations faster and setting the stage for future growth,” confirms Dataminr’s resilience research.
The Funnel Is No Longer Linear (and Actually Never Was)
The classic sales funnel, where customers progress neatly from awareness to purchase, is obsolete. “In practice, most improvement ideas are additive. Yet, subtraction is frequently more impactful—but routinely overlooked,” notes Harvard’s research on organizational design. Modern buyers average 6-10 digital touchpoints and frequently draw their own conclusions before ever speaking to a seller. Winning organizations empower customers to engage on their own terms via self-service, community, or peer channels, meeting buyers wherever they choose to surface.
Rethinking the “Hero Seller”
The days of growth via automated tech, stuffing inboxes with outreach, and lone “rainmakers” are numbered. As sales strategist Anthony Iannarino observes, “Rainmakers play the longest of long games…differentiating themselves with value and insight rather than bravado”. Today’s customers are too informed for charm alone. Organizations that outperform invest in broad-based enablement, equipping every seller to become a value-added counselor, not just counting on a few stars.
Always Be Tinkering with Go-to-Market
In high-performing companies, innovation isn’t limited to product. McKinsey research highlights: “Organizations that systematically pilot new go-to-market models…grow nearly twice as fast as those who stick to the old playbook”. Salesforce’s rapid iteration of digital channels and pricing models is a recent corporate example. Experimentation in commercialization is becoming the new normal.
Growth depends on unlearning: Subtracting the misplaced faith in scale, the comfort of funnel-based linearity, the “hero” myth, and the idea of a fixed market path. What emerges? An agile, customer-centric organization, focused scaling, and sellers that act as true advisors. “Resilience enables companies to adapt, recover, and even innovate in times of crisis,” Empiraa advises. Growth by subtraction isn’t about doing less—it’s about making room for what matters most.
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