| Much has been written over the years about business. | | | | battles are replaced by others. The same should take |
| Much has also been written over the years about war. | | | | place on a day-to-day basis in business. The |
| There are many parallels between the two. The more | | | | executives who demonstrate they cannot effectively |
| business people from the shipping dock to the | | | | lead their people, who cannot meet their objectives, |
| executive suite view business as war, the more the | | | | who cannot win new business over the competitors |
| spoils of war: success. | | | | should be relieved so others can step in and drive |
| The Troops | | | | success. |
| Armies since ancient times have not been known for | | | | Technology vs. People |
| selecting the best and the brightest. At times, the bulk | | | | The rock. The axe. The arrow. The spear. The |
| of armies were criminals, debtors and drunks. How did | | | | crossbow. The gun. The machine gun. The bomber |
| these cast-offs of society become armies able to | | | | aircraft. The rocket. The missile. The nuclear bomb. |
| conquer huge areas of the world and win massive | | | | Technology has changed warfare of the ages. But |
| battles? Training and discipline. Businesses today are | | | | there is one constant - people. In spite of all the |
| so enamored with the best and the brightest that they | | | | innovations and technology, wars cannot be fought |
| seem to forget about the importance of training and | | | | without people. That even applies to the most extreme |
| discipline. Forget this bunk about baby boomers, gen-X | | | | and obscene form of warfare - nuclear war. Men and |
| and gen-Y. For a competitive edge, a business would | | | | women must be recruited, uniformed, trained, trained |
| be well served to get good (not great) people and | | | | more, armed, led and put in place with a mission and |
| invest in extensive training and that disciplines such as | | | | specific orders to each perform their own small task |
| good management, quality and process control. | | | | within the vast machinery of war. Businesses today |
| The Officers in the Field | | | | are enamored with technology - both as products and |
| Battles and wars have been won as much by the | | | | as tools. And yet the basic elements of business have |
| officers who are with the troops - such as lieutenants, | | | | not changed. Even on the internet. A business is only |
| captains and majors - as by the generals back in their | | | | as good as their people - even in the most technical |
| tents and command posts. The officers in the field | | | | sectors. In fact, as technology expands into the |
| have the pulse of the people who serve under them. | | | | products and tools of all forms of business, people |
| They see the enemy in action. They also see where | | | | become even more important. They must be trained, |
| the orders from above become a day to day reality - | | | | led, motivated and rewarded - constantly for |
| including all the things that can and do go wrong. For | | | | businesses to grow and be more competitive. |
| any military force, the field officers are a competitive | | | | Strategy vs. Tactics |
| advantage. For business too, lower and mid-level | | | | In war, civilians and military leaders develop winning |
| supervisors and managers can be a competitive | | | | strategies. The winning strategies are translated into |
| advantage in the same ways as they serve between | | | | tactics. The tactics are executed at the operating level |
| the troops and the executives. Unfortunately, most | | | | on the ground, in the air and at sea. The tactics are |
| businesses have gutted these resources. On a | | | | used to win battles and ultimately wars by the troops |
| percentage basis, the field and mid-level managers | | | | and their officers as they face the enemy day in and |
| have been reduced more than the workers or the | | | | day out. Strategy is important in winning wars. So are |
| executives in many industries and corporations. As | | | | tactics. And so is execution. All three are required to |
| such, these businesses are less attuned to their | | | | be victorious in battle and in war. So why do business |
| workers, competition and have few vehicles for | | | | spend so much time developing strategies and then |
| relaying the commands (and visions) from the | | | | spend little effort on developing tactics. Then they |
| executives above. | | | | wonder why something always falls short in the |
| Generals | | | | execution. In business, as in war, all three are important. |
| Generals in history have been killed by the enemy. | | | | Businesses must learn to balance resource and focus |
| They have been gravely wounded by their | | | | to insure that strategies play out in the day-to-day |
| adversaries too. Generals have been fired by their | | | | tactics and that the tactics are then executed with |
| superiors - both military and civilian for a variety of | | | | precision. |
| reasons. Why are the generals killed? They are up | | | | Battles and wars have gone on since the beginning of |
| front with their troops. They are gravely wounded. And | | | | time. So has business and commerce. While warriors |
| why are generals relieved of command or fired? For | | | | have learned to be more effective at their art, |
| not meeting their objectives. Often this comes down to | | | | businesses have often grown stale due to technology, |
| not meeting AN objective. Generals are expected to | | | | egos and the latest fads in management. If business |
| not only provide visions, missions and values - they are | | | | people became more like warriors, workers would be |
| expected to lead their troops. And they are expected | | | | better led, leaders would be more accountable and |
| to WIN battles and wars. Those who do not | | | | ultimately businesses would be more successful |
| effectively lead their troops and who do not win | | | | against their competitors. |