Why do solutions to problems so often result in adding another layer? Whether it’s another layer of product, inspection, or bureaucracy, the tendency is to stack on complexity rather than address root causes. But does this layering actually solve anything or just drive up costs? 

One reason Donald Trump resonated with many voters was his promise to reduce bureaucratic red tape. Without diving into politics, it’s a signal that people are frustrated with excessive layers that hinder action rather than support it. 

Sludge in the System 

Take the U.S. medical industry, for example. An NPR report referred to the burden of “sludge”: Added processes and requirements that were meant to ensure accountability or generate records but have instead slowed down doctors, delayed insurance claims, and inflated costs in an already overwhelmed system. 

In construction, contractors face a similar problem. Wall and ceiling systems become more complex each year. The once-standard wall is now viewed as outdated. Systems have become so convoluted that it borders on madness. Bidding jobs now includes estimating the time and effort needed to understand and install unfamiliar layers. And there’s always a learning curve. Watching a how-to video doesn’t prepare someone for the hands-on frustrations of real-world installation, much like how golf seems simple until you actually swing a club. 

The result? Professional tradespeople find themselves fumbling with new tools and navigating new systems that seem to change constantly. 

Layers in Manufacturing and Sales 

Manufacturers aren’t exempt from this layering issue either. Large corporations are obsessed with accountability, digital tracking, and layers of internal systems. Salespeople who once handled sales, technical questions, and customer relations now find themselves reduced to data entry clerks. Gone are the days of freedom and trust, replaced by software dashboards and daily reports. Even highly knowledgeable reps are discouraged from offering written advice for fear of legal exposure. Risk is passed around like a hot potato. 

So today’s salespeople must master software, document every meeting, and hit performance metrics, often in the evenings, on their own time. The irony? Their trade expertise is now secondary to their ability to navigate internal systems. 

We’re told automation will save us and that it will improve efficiency, reduce errors, and lower costs. But it’s hard not to be skeptical. Because even if automation delivers on its promises, it’s only a matter of time before someone adds another layer.