The complexity associated with a business that has grown too rapidly in the past has been partly to blame for ANZ's current woes - notably its continued inability to meet legal responsibilities, ranging from four year delays in breach reporting to excessive delays in remediating customers for overcharging.ANZ chief executive Shayne Elliott faced up to almost a full day of questioning at the royal commission into banking and financial services misconduct. Leading the cross examination was Rowena Orr, senior counsel assisting, who started by chiding Elliott for the length of time it took - 1517 days - for ANZ identify an incident that was later determined to be a significant breach.Elliott's explanation ran in part along the lines that the banking group had become too large and unwieldy to manage efficiently: "The way that we ran the organisation was to disaggregate and manage differently the people who developed products or services, the people that offered those to customers, the people that serviced them."And then the people who dealt with complaints, many of those units would have had different reporting lines, different performance objectives, different data that they would look at and different systems.  "That makes it difficult to look and see mistakes or errors, and certainly from a systemic nature," Elliott said.Orr then moved onto another incident, where it took it took ANZ an average of 251 days to reimburse customers, which Elliott again chalked up to complex systems and unclear lines of responsibility - all of which he said was either cleared up or was on the way to be achieved.He also added that staff tasked with remediation had tried to be too perfect in their work, and since then the bank had adopted a more pragmatic approach.Symptomatic of ANZ's problems was a case study where five different types of errors had been made, and disparate parts of the business were responsible. There may be two million ANZ customers affected, but its systems are unable to identify the errors or the customers."Two years ago if you walked into an ANZ branch that branch would service around 370 products or flavours of products, different credit cards, mortgages, etcetera.  We've already decommissioned 130 of those.  And we have far more to do," Elliott said.There is also an imperative to simplify how the business is managed.  "The operational team, the people who process the applications, who process the payments, who take the customer complaints, they were in a different part of the business.  They had a different reporting line through to the executives," Elliott said."That's disjointed.  It's harder for that information that comes through complaints to be shared to do root cause analysis and fix the core problem.  We have addressed that by changing accountabilities, who reports to who, what people are accountable for."Elliott said that one move the bank has made has been to employ a customer fairness adviser to speed up the most complex cases, and also to try to pre-empt complaints spiralling out of control in future - or