William of Ockham was, in his way, an early student of strategy. The principle that bears his name is often reduced to a slogan; in practice it is a discipline.
In growth-stage companies, complexity accumulates quietly — in process, in product, in the org chart. The work of strategy is often the work of removal: returning to first principles, identifying the smallest set of decisions that produce the desired outcome, and resisting the impulse to add.
Simpler is not easier. It is, almost always, harder.