Large organizations are complicated for understandable reasons. They contain specialized teams, policies, legacy systems, competing goals, regulations, risk, and accumulated decisions by people long gone. The problem begins when a product makes users reconstruct that internal machinery just to complete an ordinary task.
Users should not need to know an organization's org chart, decode its policy language, or coordinate its systems on its behalf. The organization should do that work. A good product absorbs the complexity required to produce a clear choice, a credible explanation, or a useful next step.
Making complexity disappear does not mean pretending the world is simple. It means deciding where complexity belongs. Some details are necessary for informed action and should remain visible. Others are artifacts of how the organization is organized and should be resolved before they reach those using the product.
The goal is not minimalism for its own sake. It is a fairer distribution of effort between an organization and the users conversing with it.