Beruflich Dokumente
Kultur Dokumente
Chet Richards
J. Addams & Partners, Inc. 1
© Chet Richards 2004-5 • crichards@jaddams.com
Version 1.2 March 2005 (+1) 404.231.1132
Whether
Whether itit is is in
in the
the personal
personal
realm
realm of of the
the individual
individual warrior,
warrior,
or
or in
in the
the public
public domain
domain ofof an
an
entire
entire nation
nation or or culture,
culture, the
the
essence
essence of of the
the swordless
swordless artart is
is
to
to make
make resourcefulness
resourcefulness your your
resource.
resource.
Thomas
Thomas Cleary,
Cleary,
The
The Japanese
Japanese Art
Art of
of War,
War, 77
77
2
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Agenda
• What does it take to win?
• Maneuver conflict (not just “warfare”)
• The OODA “loop” and its components
• Operating inside their OODA “loops”
• How to have fast OODA “loops”
• Installing maneuver conflict strategies in
business
3
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Starting point:
The study of conflict
To
To flourish
flourish and
and grow
grow in
in the
the
••many-sided
many-sided
••uncertain,
uncertain, and
and
••ever-changing
ever-changing world
world
that
that surrounds
surrounds us
us suggests
suggests that
that we
we must
must make
make
intuitive
intuitive within
within ourselves
ourselves those
those many
many practices
practices
we
we need
need toto meet
meet the
the exigencies
exigencies of
of that
that world.
world.
—John
—John R.
R. Boyd,
Boyd, AA Discourse
Discourse on
on Winning
Winning && Losing
Losing
4
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Starting point:
The study of conflict
To
To flourish
flourish and
and grow
grow in
in the
the
••many-sided
many-sided
••uncertain,
uncertain, and
and
••ever-changing
ever-changing world
world
that
that surrounds
surrounds us
us suggests
suggests that
that we
we must
must make
make
intuitive
intuitive within
within ourselves
ourselves those
those many
many practices
practices
we
we need
need toto meet
meet the
the exigencies
exigencies of
of that
that world.
world.
—John
—John R.
R. Boyd,
Boyd, AA Discourse
Discourse on
on Winning
Winning && Losing
Losing
5
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Wars don’t always turn out
as expected
Russia Chechnya
6
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Blitz results
Successful Unsuccessful
• Poland 1939 • Russia Winter 1941-42
• France 1940 • Russia Fall, Winter 1942-43
• Balkans 1941 • North Africa 1942
• Russia 1941 • Russia Summer 1943
• North Africa 1941-42 • Ardennes Winter 1944-45
• Russia Summer 1942
• Russia Feb-March 1943
• Advance thru France 1944
• Manchuria 1945
• Middle East 1967
• Czechoslovakia 1968
• Middle East 1973
7
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132 89
Guerrilla results
Successful Unsuccessful
• American Colonies 1775-81 • Philippines 1899-1902
• Spain 1808-14 • South Africa 1900-02
• Russia 1812 • Greece 1944-49
• German East Africa 1914-18 • Philippines* 1946-54
• Arabia 1916-18
• Malaya* 1948-60
• China 1927-49
• Russia 1941-45
• Yugoslavia 1941-45
• Indochina 1945-54
• Algeria 1954-62
• Cuba 1956-59
• South Vietnam 1958-75
8
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132 97
Business doesn’t either
General Motors Market share fell from 52%
to less than 30%
Southwest, JetBlue,
Airlines Singapore, Emirates,
Ryanair, AirTran
10
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
In other words, there are many times
when the side we’d pick to win, based on:
• size/financial resources
• technology
• market share
loses.
11
© Chet Richards 2004-5 • crichards@jaddams.com
(+1) 404.231.1132
Why?
12
© Chet Richards 2004-5 • crichards@jaddams.com
(+1) 404.231.1132
Some possible answers
• Luck
• Divine intervention
• Local culture
• Inspired leadership
• Better understanding of
the nature of conflict
and competition
13
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
How this works in war
16
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Time is special
Orient
Observe Decide
Act
22
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
This is not the OODA loop
Orient
Observe Decide
Act
23
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
An OODA “loop” with power
Observe Orient Decide Act
Implicit Implicit
Unfolding Guidance Cultural
Guidance
Circumstances & Control Traditions & Control
Genetic
Heritage Analyses &
Observations Feed
Forward Synthesis Feed Decision Feed Action
Forward Forward
(Hypothesis) (Test)
New
Information Previous
Experience
Outside Unfolding
Information Interaction
With
Unfolding
Environment
Interaction Feedback
With
Environment Feedback
Implicit Implicit
Guidance & Guidance &
Control Cultural Control
Traditions
Genetic
Heritage
Feed
Observations
Feed
Forward Analyses/
Forward Decision Action
Synthesis
New
Information NOTES
NOTES
• •Without
Withoutgenetic
geneticheritage
heritageand
andcultural
cultural
traditions, the influence of new
traditions, the influence of new
Previous
Experiences information
information&&previous
previousexperience
experience
increases
increases
• •InInparticular,
particular,they
theyexert
exertaamuch
muchstronger
stronger
effect on analyses and synthesis
effect on analyses and synthesis
• •Therefore,
Therefore,ititbecomes
becomesvitally
vitallyimportant
importanttoto
Observation is the only beef
beefup
upthe
thefeed
feedforward
forwardinto
into“New
“New
Information”
feed into Orientation Information”
–– Quantity
Quantity
–– Quality
Quality 25
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Orientation locked tight
The company (A&P), under pressure from
Kroger, experimented with a new concept, “The
Golden Key.” “It sold no A&P branded
products, it gave the store manager more
freedom, it experimented with innovative new
departments … Customers really liked it.
“What did A&P executives do with ‘The Golden
Key’? They didn’t like the answers it gave,
so they closed it.”
Jim Collins, Good to Great, 68.
26
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Improving orientation
27
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Improving orientation (II)
28
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
What about “action”?
Observations
Feed
Forward
Feed Decision Feed Action
Forward Forward
(Hypothesis) (Test)
Outside Unfolding
Information Interaction
With
Unfolding
Environment
Interaction Feedback
With
Environment Feedback
30
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Observation
Implicit
Guidance & (Orientation)
Control
Unfolding
Environment:
•Customers
•Competitors Observations Feed Forward (Orientation)
•Economy
•Government What you’re looking for
•Employees are “mismatches”
•Financials between
•Other
Indicators a) what your orientation is
•Etc. Feedback telling you the world
Feedback
From ought to be
From Decision
Action
and
b) what the world really is.
31
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Put simply
• Good news is dangerous
• Bad news is the only thing that will save you, if:
– You find it before it finds you
– You correct your orientation
– You act upon it
34
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
In
In one
oneofof the
thefirst
first games
games he heattended,
attended,[New
[New
Sacramento
SacramentoKingsKings Owner]
Owner] Gavin
Gavin [Maloof]
[Maloof]missed
missed an
an
entire
entire quarter
quarterwaiting
waitinginin aabeer
beerline.
line.Knowing
Knowinghis his
father
fatherwould
would have
have gone
gone nuclear,
nuclear,Gavin
Gavin arranged
arranged toto
have
have 20
20minibars
minibarsinstalled
installed throughout
throughoutthethe arena.
arena.
Nobody
Nobodywaits
waits for
foraabeer
beernow.
now.
35
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Or at least meet the customer
36
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Decision
37
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
And so you decided. Great.
“I“I wish
wish II could
could get
getthem
them to
tomake
makemore.”
more.”
Roger
RogerSmith,
Smith,Chairman
Chairmanof ofGeneral
GeneralMotors,
Motors,ononhis
hisPontiac
Pontiac
Division’s
Division’splanned
plannedproduction
productionrate
ratefor
forthe
theFiero
Fiero
38
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Research supports this
41
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Boyd’s organizational climate:
The Principles of the Blitzkrieg
45
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
“Trust” ultimately relies on a
common orientation
in order to
more quickly make many-sided implicit cross referencing projections,
empathies, correlations, and rejections
as well as
create the similar images or impressions, hence a similar
implicit orientation, needed to form an organic whole.
Organic Design, 23
46
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
“Trust” ultimately relies on a
common orientation
in a company.
more quickly make many-sided implicit cross referencing projections,
empathies, correlations, and rejections
as well as
create the similar images or impressions, hence a similar
implicit orientation, needed to form an organic whole.
47
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Constructing a climate for fast
OODA loops
48
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
A Schwerpunkt for business
54
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Augtragstaktik—missions and
contracts instead of tasks
The concept of mission can be thought of as a contract,
hence an agreement, between superior and subordinate.
55
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Augtragstaktik—what
“commitment” means
As part of this concept, the subordinate is given the right
to challenge or question the feasibility of the mission if:
56
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Auftrag in a business setting
Version 1.2
17 March 2005 58
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Another example
59
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
If you were Mary …
Why
Whyare
aresales
salesbelow
belowforecast?
forecast?
Ageing
Ageingproduct
productline,
line,relative
relativeto
tothe
thecompetition?
competition?
Poor
Poorsales
salesstrategy?
strategy?
Lack
Lackof
ofsales
salestraining?
training?
Poor
Poorsales
salesmanagement?
management?
Poor
Poorexecution
executionby
bythe
thefulfillment
fulfillmentside
sideof
ofthe
thehouse?
house?
Poor
Poorquality?
quality?
What
Whatare
aremy
myconstraints?
constraints?
More
Moresales
salesstaff?
staff?Transfer
Transferstar
starsalespeople
salespeoplefrom
fromanother
anotherterritory?
territory?
Do
DoI Ihave
haveany
anypricing
pricingpower?
power?
Crash
Crashtraining
trainingprogram?
program?Funding
Fundingfor
forthis?
this?
Any
Anyshort-term
short-termimprovements
improvementspossible
possiblein
inthe
theproduct?
product? 60
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
It’s really pretty simple
II. Einheit
I. (Individual)
Fingerspitzengefühl
III. Schwerpunkt
IV. Auftrag
61
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Top management’s unique
responsibility is to tend the culture
62
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Run your business like a NASCAR
team:
1. Design & build a winning car
2. Then go racin’
63
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
How to install Boyd’s strategies
65
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
“The
“TheOperating
OperatingSystem
System isis
GE's
GE's learning
learningculture
culture in
in action.
action.
“It
“It isis aayear-round
year-round series
series of
of intense
intense learning
learning
sessions
sessions wherewhere Business
Business CEOs,
CEOs,rolerolemodels
modelsand
and
initiative
initiative champions
championsfrom
from GE
GE asaswell
wellasas outside
outside
companies,
companies,meet meetand
andshare
share intellectual
intellectualcapital.”
capital.”
http://www.ge.com/en/company/companyinfo/at_a_glance/operating_
system.htm - 2/25/2003
66
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
Toyota’s Learning Culture
Principle Meaning
Genchi genbutsu Go and see for yourself / gemba
Hourensou Report, update, advise
Nemawashi Consensus building
Hansei Reflection
Hoshin kanri Policy deployment
Jeffrey Liker,
The Toyota Way
Version 1.2
17 March 2005 67
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
The Payoff: Operating inside their
OODA “loops”
• In War:
– Keep the initiative: Set up and exploit situations
before they can respond (again and again)
– “Command” both sides
– Catch the other side flat footed: Make them seem
slow, unresponsive, clumsy; pump up Murphy’s Law
(entropy)
• In Business: Meet expectations & create value,
but also delight. Turn customers into fanatics.
Play
Playthe
the “cheng/ch’i
“cheng/ch’igame”
game”
68
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132
You don’t wait for the future.
You create it.
Hwang Chang Gyu,
President, Samsung Semiconductor
BusinessWeek, 25 October 2004, 58
69
© Chet Richards 2004-5 • crichards@jaddams.com • 404.231.1132