The future belongs to those who do, not just those who think

Innovation’s Hidden Threat

Most of us have, in one way or another, encountered the classic 8 Wastes of Lean:

(Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, Skills/Non-utilized Talent)

These are the usual suspects that sneak into our processes and quietly drain time, money, and energy. But today, let’s talk about a new kind of waste. One that’s not on the Lean charts. One that’s stealthy, and surprisingly common in innovation environments.

Welcome to the 9th Waste of Lean: Overthinking

Overthinking is the art of turning simple decisions into complex dilemmas. It’s the endless loop of “what ifs,” the paralysis of perfectionism, the obsession with finding the best solution instead of a good enough one.

We’ve all been there, handed a shiny new SOP that might appear highly sophisticated in theory, yet fails to deliver practical results, or forced to decipher a process diagram that looks less like a workflow and more like someone dropped their spaghetti dinner across the page. These are the moments when overthinking leaps from theory to reality: when procedures become so convoluted that nobody’s quite sure where to start, and the simple act of getting things done morphs into a maze of confusion. The irony? The more we try to anticipate every twist and turn, the more likely we are to trip over our own logic. Overthinking doesn’t just complicate the process, it sets the stage for getting it wrong, for missing the essence of what truly needs to happen.

In our experience observing teams and organisations, overthinking tends to show up in ways that are all too familiar, and perhaps you’ve noticed these patterns as well:

• Endless planning without execution
• Too many meetings to discuss what could go wrong
• Waiting for perfect data before making a move
• Second-guessing ideas until they lose their spark
• Over-engineering processes and mystifying what is simple, turning straightforward solutions into elaborate puzzles no one can solve

It’s the waste that doesn’t just slow you down—it kills momentum.

Why Overthinking Is So Dangerous

It’s interesting how, unlike the other Lean wastes, overthinking operates beneath the surface, often unnoticed. It isn’t a visible flaw in a machine or a misplaced product; rather, it’s a subtle mindset that gradually takes hold within a team or organisation. This makes it remarkably difficult to identify and even harder to address.

Overthinking:

• Stifles creativity by making people afraid to be wrong
• Delays progress by turning action into analysis
• Burns out teams who feel stuck in a loop of indecision
• Erodes confidence in leadership and direction

In short, it’s the enemy of agility, experimentation, and bold thinking—all the things innovation thrives on!

How to Spot the 9th Waste

Here’s a quick diagnostic. If your team is:

• Asking “should we?” more than “how can we?”
• Revisiting decisions that were already made
• Waiting for more data when the existing data is enough
• Holding back ideas for fear they’re not perfect

You might be dealing with the 9th waste.

How to Fight Overthinking

Here’s how to beat it:

• Embrace MVP Thinking – Launch fast, learn faster
• Set Decision Deadlines – Give thinking a timebox
• Celebrate Imperfection – Progress beats perfection
• Empower Action – Trust your team to move
• Use Lean Tools – Kanban, stand-ups, retros—keep things flowing

Innovation Needs Boldness, Not Hesitation

So, let’s say a fond farewell to analysis paralysis. Complexity is easy, all it takes is confusion and hesitation. Simplicity, on the other hand, requires intention and understanding. That’s why the KISS Design Principle (Keep It Simple, Stupid) rings so true. Clarity cuts through the chaos.

Lean into the Kaizen cycle: Plan, Do, Check, Act. This isn’t just a process, it’s a mindset that fuels agility. You plan with purpose, you act boldly, you check results, and you adapt. Iteration becomes your superpower, turning each feedback loop into fuel for smarter decisions and better outcomes. Progress isn’t a straight line; it’s a dance of action and learning.

At Hethel Innovation, we support businesses that dare to think differently. But thinking differently doesn’t mean thinking endlessly. It means acting boldly, testing bravely, and learning quickly.

So, let’s add a new sticky note to the Lean board. Right next to “Extra Processing,” let’s slap on “Overthinking” in bright red.

And as we reflect on the principles of Lean and the importance of eliminating waste, let us remember the powerful words of Michael Jordan:

“Some people want it to happen, some wish it would happen, others make it happen.”

Because the future belongs to those who do, not just those who think.

Want help putting this in to practice? Get in touch with our Innovation Team and change the game for your business.