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Business models should be made as simple as possible. That means taking the steps for providing and receiving offerings and removing any unnecessary steps. For the remaining steps, it's valuable to make those steps simpler. In addition, thoughtfully find ways to customize what you offer and you'll make your offering more desirable and less expensive to offer.

Let's look at what remains. Some steps are unavoidable. There may be a law requiring a particular step. For instance, banks have to report a large cash deposits in an effort to cut down on laundering of illegal drug money.

Safety may require a step. You can't become immune from many dangerous diseases without either having the disease or receiving an immunization injection. Your life may depend on the step. Certain surgeries are the only known way to prolong life, yet few want to be operated on.

Rather than making these inevitable steps as simple as possible, sometimes we will do well to refocus the steps from their unpleasant aspects towards creating more enjoyable experiences.

Some hospitals are discovering such an approach can make a lot of difference to their revenues and profitability. Hospitals that attract the best surgeons often find themselves in competition with other hospitals around the world to attract the wealthiest and most reclusive patients.

Sometimes these patients have special security needs because they are heads of state. In other cases, the patients simply value their privacy. Other patients may want to be surrounded by their families during such a trauma.

A number of these world-class surgical locations now have special buildings or wings that provide luxury hotel amenities for patients, their families, and entourages. (If you have to be sick, you might as well enjoy the room service!)

Inside such areas, privacy is a must. Staff members are carefully trained to avoid identifying who any of the patients are or the names of those who have been treated there.

Such a shift in approach to making the unavoidable more pleasant only works, of course, if the medical treatment is first rate. Powerful, wealthy patients know how to check these things out, so you'll need to improve surgical and infection-avoiding performance as well.

Naturally, the profit opportunity is even better if you find ways to make the required unpleasant into something that's reasonably enjoyable. I had that experience recently when I needed cataract surgery. Without the surgery, I wouldn't be able to see well enough at night to drive. I didn't want to give that up.

My ophthalmologist sent me to a surgeon who specializes in such surgery as part of a huge practice that has worked hard to make cataract surgery as pleasant as possible. All of my prior surgical experiences were put behind me when I had my first operation.

I arrived at a beautiful office in downtown Boston with easy parking next door. Eager assistants smiled at me and made everything as easy as possible.

Once in the pre-op area, I was surrounded by nurses and doctors who made me comfortable, talked kindly to me, and kept things like. Within a few minutes, I was totally relaxed and was wheeled into the operating room where even more people were kind and smiling. Three nurses brought me extra blankets to keep me warm without my needing to request them. Within a few minutes, the surgery was done and my surgeon let me see through my improved eye . . . and it was stunning to see better than I had ever seen before.

I was eager to go back for my next surgery. Wouldn't you have been?

How can you make unavoidable steps into something that people will enjoy?

Can leadership make a difference in simplifying? You bet!

Here's how: An organization's leaders can establish goals that focus everyone's attention on simplification. Frank Lucier at Black & Decker did this well when he was the firm's CEO several decades ago.

For each of the firm's major power tool products, goals were set each year to reduce the price and cost by about one dollar each. At first, these goals led engineers to substitute cheaper materials for more expensive ones.

After a while, the engineers began to notice that reducing the number of parts by simplifying the design was a more predictable way to cut material and assembly costs. Product defects also dropped with simpler designs.

After several more years, engineers began to wonder what would happen to expensive component costs such as electric motors if more than one product could use the same component. Voila! That proved to be another breakthrough in simplification.

An unintended lesson of this experience was that Black & Decker probably could have accelerated its simplifications. How? The goals could have provided the direction.

For instance, after understanding what simplification and parts commonality could do, the annual goals could have been made more challenging such as to reduce prices and costs by two dollars.

Intel learned a powerful lesson from its CEO and cofounder, Gordon Moore. The firm had been a pioneer in memory chips and followed that with microprocessors.

In 1965, Dr. Moore made a prediction that the number of transistors on a semiconductor would double about every 18 to 24 months. That prediction, which came to be known as Moore's Law, proved to be astonishingly accurate for a number of years.

By 1978, however, many were skeptical that silicon-based technology could continue to improve at anything resembling that pace. To test that skepticism, I visited Dr. Moore and we chatted about what he expected. My impression at the time was that Dr. Moore felt that the law wouldn't continue to hold much longer.

Fast forward to 2008: Moore's Law continues to work just fine, thank you. What's going on?

Everyone knew about Moore's Law. Because of that knowledge, no one was willing to run the risk of falling behind other semiconductor companies. As a result, competitors vied to produce the next generation of chips with double the number of transistors every two years.

Someone always found a way to keep the law operating more or less on schedule. Competitors would soon catch up or have to drop out of a particular product line.

How long will Moore's Law continue to work? I believe it will be in place as long as semiconductor companies set goals to match the law's predictions. I often wonder what would have happened if Dr. Moore had originally set a more aggressive prediction.

Today's chips are vastly more complex and larger compared to those in 1965. Those differences are important because more complexity and size, for instance, make it easier for engineers to design new products to use the latest chips.

What do these more complex, larger chips have to do with simplification? The answer lies in looking at how semiconductors are designed and manufactured. The simplifications came in those activities, allowing greater complexity to flourish and be productive.

Here's an example: Semiconductors are produced in part by creating lines on their surfaces. Such processes originally were so crude that quite a wide line had to be made in order to ensure that the circuit would work properly. As manufacturing became better, lines could be thinner. By focusing on making finer lines that worked well, much of today's progress occurred.

Most of this progress came from employing equipment that was supplied to the chip manufacturers. Simplification was important there. For instance, semiconductor chip equipment makers learned that you could produce to finer tolerances if as much equipment as possible came from the same vendor. Applied Materials' CEO Dr. James Morgan realized this point early and used a combination of internal development and acquisitions to create an unparalleled breadth of mutually tuned equipment from the same supplier.

How can you lead your organization to make greater simplifications that will further lower costs?