It's easy to gloss over this assessment but ultimately this needs to be a key decision point for where you choose to work. No matter how well you manage complexity as an IC or a lower tier leader, if your upper tier of leaders don't value it, it won't last. Simplicity IME is not a "tail that wags the dog" concept. It's too easy to stomp out if nobody in power cares.

Yes, I should have added "...this way" because I meant that to address GP's claim of the metric-based numerical measurement.

In general, I agree that you can and should judge (not necessarily measure) thing like simplicity and good design. The problem is that business does want the "increased this by 80%, decreased that by 27%" stuff and simplicity does not yield itself to this approach.

I think this is often true and it's the limiting factor that prevents complexity from spiraling out of control. But there's also a certain type of engineer who generates Rube Goldberg code that actually works, not robustly, but well enough. A mad genius high on intelligence and low on wisdom, let's say. This is who can spin complexity into self reward.