Montreal-based technology entrepreneur Jonathan Haber has highlighted a pressing issue in contemporary business environments: the proliferation of technically advanced but difficult-to-use digital tools that hinder rather than help productivity. Drawing from his experience building and advising early-stage companies through Haber Strategies Inc., Haber points to industry research revealing significant challenges. A 2024 Gartner report indicates over 65% of employees feel overwhelmed by the number of digital tools they must use, while McKinsey research shows nearly 70% of digital initiatives fail due to poor adoption and lack of user alignment.
"Most startups don't need more features," Haber explained in a recent interview. "They need fewer decisions and clearer systems." This perspective stems from observing a common pattern where technology intended to streamline operations instead creates confusion and stress. Haber advocates for a fundamental shift toward human-centered design, where tools are developed with user experience and clarity as primary objectives rather than technical sophistication alone.
Haber shared a concrete example from his consulting work involving a remote startup team experiencing low morale and declining productivity. Rather than implementing additional platforms, he simplified existing workflows and redesigned communication tools based directly on employee feedback. "Clarity changed everything," Haber noted. "Once people understood what mattered and how to work together, engagement came back almost immediately." This case illustrates how addressing usability issues can yield rapid improvements in team dynamics and output.
The implications of this approach extend beyond individual companies to broader industry trends. Studies show employees lose an average of one full workday per week navigating complex systems and unclear processes. As remote and hybrid work models continue to expand, the demand for intuitive, people-first tools becomes increasingly urgent. Haber emphasizes that technology should reduce stress, asserting that "if it creates more confusion, it's not doing its job."
Haber also connects tool design with leadership philosophy, advocating for management approaches rooted in listening rather than speed. He observes that early conversations with teams often reveal problems long before data dashboards do, suggesting that human insight remains crucial even in data-driven environments. This perspective challenges the common startup emphasis on rapid iteration without sufficient attention to user experience.
For practical implementation, Haber encourages founders, managers, and professionals to take small, consistent actions: regularly asking teams what feels unclear, simplifying existing tools before adding new ones, and prioritizing understanding over speed. These practices, he notes, can lead to stronger teams and more sustainable outcomes. The cumulative effect of such changes across organizations could significantly reduce the productivity losses documented in research like the Gartner report available at https://www.gartner.com/en/newsroom/press-releases/2024-07-15-gartner-says-digital-workplace-complexity-is-hurting-productivity.
The call for simpler technology reflects growing recognition that innovation must serve human needs rather than technical ambitions. As businesses continue to digitize operations, Haber's emphasis on clarity and usability offers a framework for creating tools that genuinely enhance rather than complicate work. This approach has particular relevance for startups, where resource constraints make efficiency critical, but applies equally to established organizations navigating digital transformation.
