Business and war: both are forms of conflict, and both have more in common than people think. Business, like war, is the art of outdoing the competition. Businesses, like armies, need to practice strategic thinking and understand the nature of competitive conflict. CEOs devise business plans to win in the marketplace; generals use strategic thinking to win wars.
In The Way of the Warrior James Dunnigan and Daniel Masterson reveal the management lessons of history's finest twelve military leaders, including: Alexander the Great, on having vision; Genghis Khan, on quick decisions; Julius Caesar, on communication; Napoleon, on managing change; Ulysses S. Grant, on the art of the turnaround; Douglas MacArthur, on coping with disaster; and Norman Schwarzkopf, on building alliances. The management hubris of these men is directly applicable in today's business world.
Comprehensive, insightful, and extremely accessible, The Way of the Warrior won't show you how to call in air strikes on the competition, but it will show you how to be a manager who never loses his cool under fire.
Business and war: both are forms of conflict, and both have more in common than people think. Business, like war, is the art of outdoing the competition. Businesses, like armies, need to practice strategic thinking and understand the nature of competitive conflict. CEOs devise business plans to win in the marketplace; generals use strategic thinking to win wars.
In The Way of the Warrior James Dunnigan and Daniel Masterson reveal the management lessons of history's finest twelve military leaders, including: Alexander the Great, on having vision; Genghis Khan, on quick decisions; Julius Caesar, on communication; Napoleon, on managing change; Ulysses S. Grant, on the art of the turnaround; Douglas MacArthur, on coping with disaster; and Norman Schwarzkopf, on building alliances. The management hubris of these men is directly applicable in today's business world.
Comprehensive, insightful, and extremely accessible, The Way of the Warrior won't show you how to call in air strikes on the competition, but it will show you how to be a manager who never loses his cool under fire.
The Way of the Warrior: Business Tactics and Techniques from History's Twelve Greatest Generals
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The Way of the Warrior: Business Tactics and Techniques from History's Twelve Greatest Generals
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Overview
Business and war: both are forms of conflict, and both have more in common than people think. Business, like war, is the art of outdoing the competition. Businesses, like armies, need to practice strategic thinking and understand the nature of competitive conflict. CEOs devise business plans to win in the marketplace; generals use strategic thinking to win wars.
In The Way of the Warrior James Dunnigan and Daniel Masterson reveal the management lessons of history's finest twelve military leaders, including: Alexander the Great, on having vision; Genghis Khan, on quick decisions; Julius Caesar, on communication; Napoleon, on managing change; Ulysses S. Grant, on the art of the turnaround; Douglas MacArthur, on coping with disaster; and Norman Schwarzkopf, on building alliances. The management hubris of these men is directly applicable in today's business world.
Comprehensive, insightful, and extremely accessible, The Way of the Warrior won't show you how to call in air strikes on the competition, but it will show you how to be a manager who never loses his cool under fire.
Product Details
| ISBN-13: | 9781466887305 |
|---|---|
| Publisher: | St. Martin's Publishing Group |
| Publication date: | 12/16/2014 |
| Sold by: | Macmillan |
| Format: | eBook |
| Pages: | 224 |
| File size: | 367 KB |
About the Author
James Dunningan is an adviser and lecturer to the State Department, Army War College, National Defense University, CIA, and many other institutions. Author of the classic military manual, How to Make War, Dunnigan served as NBC's Gulf War analyst and is the author of fifteen books. He lives in New York City.
Daniel Masterson leads a major software company and has done significant work in making computer war games. He lives in Salt Lake City, Utah.
James Dunningan is an adviser and lecturer to the State Department, Army War College, National Defense University, CIA, and many other institutions. Author of the classic military manual, How to Make War, Dunnigan served as NBC's Gulf War analyst and is the author of fifteen books. He lives in New York City.
DANIEL MASTERSON is Professor of History at the U.S. Naval Academy in Annapolis, MD.
Read an Excerpt
The Way of the Warrior
Business Tactics and Techniques from History's Twelve Greatest Generals
By James Dunnigan, Daniel Masterson
St. Martin's Press
Copyright © 1997 James Dunnigan and Daniel Masterson, Jr.All rights reserved.
ISBN: 978-1-4668-8730-5
CHAPTER 1
WARRIORS AND MANAGEMENT
Great generals and successul managers have a lot in common. Don't be misled by the battles and fancy uniforms. The warriors of legend, the commanders who achieved dramatic feats on the battlefield, were, first and foremost, highly effective managers. Think about it. During a military career, a general might fight only a few, to a few dozen, battles. Most fight none at all. Campaigns would consume more time, often months or years of just moving troops around and, more importantly, keeping them fed, clothed, equipped, and ready for combat. But campaigns don't always result in many, or any, actual battles. The skills required to manage a campaign successfully were those that separated "Great Captains" from the rest of the pack. Thus most of a Great Captain's time was spent managing. Before, or in between wars, it was all management. During wars it was still mostly dealing with a mountain of detail and nonlethal decision making. Generals who were poor managers often had their armies fall apart before battle was joined, or else quickly collapse under the stress of combat.
In war, it is preparation that makes the difference. If the troops reach the battlefield hungry, poorly trained, and with shabby equipment and weapons, they will not do very well. Indeed, they will probably lose. Actually, there have been so few competent generals through the centuries that the saying, "it's not a matter of who's better, but who's worse" came into use. This quip recognized the fact that both sides in most battles were usually badly led, and victory often went to the side least unready for combat. But here we shall examine the cream of the crop, the Great Captains who so outclassed their competition, they usually rolled over a long string of opponents, restrained only by mortality or going one conquest too far.
While much is made of tactical skill when commanding troops in combat, even this is a talent developed from many years of practice and painstaking preparation. Training troops for battle is another of those management skills Great Captains possess, the ability to inspire their soldiers to endure months or years of drills, developing an edge that ultimately produces spectacular battlefield results.
In combat, the great military commanders have had to solve multiple problems quickly and often while new crises were developing around them. This ability to get things done while your world is falling down about your ears is a talent most people in business would like to have. The best examples of good management under stress can be obtained from the Great Captains of history. Then again, many highly regarded peacetime commanders have proved failures in the cauldron of combat. That's another lesson from military history. Managing is one thing, managing combined with leading under fire is an altogether different animal, and a rare one to boot. A manager may do quite well when things are calm but then crumple under the pressure when the situation gets more, well, exciting.
Thus while the Great Captains were not businessmen, they did have to worry about managing. Great military commanders are, after all, managers most of the time. Victory in battle is 90 percent preparation and 10 percent taking care of unanticipated emergencies. How did the Great Captains do this? Our research indicates they did it using ancient, and still viable, management techniques. What we are doing in this book is spotlighting the techniques used by the Great Captains and pointing out how their use of these techniques provides useful lessons for today's managers.
Until this century, "management" was not discussed as a discipline. The ancients would sometimes speak of statecraft and tips on how to manage a farm. But for those rare few with a natural talent for managing large organizations, it was largely a process of reinventing the wheel each time a major military crisis brought into existence those large organizations known as armies. Until the past century or so, there was nothing like the large modern business to manage, except armies. It is amazing to see how each of the Great Captains of the past used the same, or very similar, techniques to organize their way to victory. We have gathered together this ancient wisdom and present it in terms modern business people can understand.
But the Great Captains also show us how to deal with what affects current businesspeople at every level—information overload. The Great Captains stood at the top of large pyramids of power. Masses of information, much of it fragmentary and suspect, washed over them. They had to come up with ways to deal with this in the days before telephones, CNN, and satellite communications. One of the greatest problems managers then, and now, have had to deal with is handling the masses of information coming in during times of stress. The ancients figured out how to handle it, as well as how to take care of time and space problems that still exist in our age of instant communication.
WAY OF THE WARRIOR WOMEN
Where are the female Great Captains? Simple, there aren't any. Women have been active in military affairs throughout the centuries, but not as universally or enthusiastically as the men. Part of the reason for this is tradition, but that in turn is based on more practical considerations.
Before muskets and rifles came into wide use during the last few centuries, combat was mostly about brute strength. The weapons, such as swords and spears, were wielded by hand. Bows required up to a hundred pounds of pull. Armor required strength to carry. A leader of warriors had to be more than a leader: he had to be someone the troops would respect as one of their own. Given that situation, there were far fewer opportunities for a military-minded female to get started on a military career, especially a career as spectacular as those studied here.
Not that female military leaders were absent. There were many, largely the able members of powerful families. Often, in times of crises, these women would step into a power vacuum and take charge of the troops.
Women have always been more prominent as national leaders, for that job does not require an apprenticeship in arms. Thus in the seventh century, as the victorious Arab Moslem armies swept across North Africa, they were brought up short by a Berber army led by a woman, the Kahena Dahiyan of Barbary. She was the leader of one of the Jewish tribes in the region, and she forged an alliance with the other nomadic tribes and settled peoples in order to resist the Arabs. She also led the army when need be and held off the Arabs for a decade. Her military skills led to several notable victories. But by the early eighth century, an endless supply of Arab troops and Arab money for bribes destroyed her coalition and her resistance.
During the medieval period, female nobles were commonly in charge of castles and entire regions and kingdoms while their husbands were away campaigning. Again, this defense of fortified areas relied largely on brains and leadership, not brute strength and the ability to physically impress a bunch of muscular warriors on a battlefield. During a siege, everyone could help out on the walls, either throwing things at the attacking troops or making emergency repairs. The notable female leaders of this period only rarely had to lead in combat. Most of their best work was done in peacetime. Getting a castle ready for combat was more critical than bold leadership during a siege. If the castle wasn't ready for a fight, leadership alone wouldn't save it.
Today, with most armies comprised largely of people in uniform who do not handle weapons but provide essential support services, more women are able to gain experience in leading troops. The combat jobs still rely on a lot of muscle and other male characteristics. But these "warrior" jobs comprise as little as 15 percent of the troops in many armies. Eventually, the "muscle" jobs will be an even smaller portion of the armed forces. Meanwhile, robots take on more and more battlefield jobs, leaving the military leadership posts available to anyone with the brains, and desire, to excel in combat. At some point, we'll see how important male aggressiveness and relative enthusiasm for combat will affect the percentage of Great Captains that are women.
MANAGEMENT SYTLES THROUGH THE AGES
Our Great Captains are a varied lot, spanning twenty-four hundred years of history. The worlds they lived in differed from our own in many important details. Most of the earlier Great Captains were also kings and had to manage nations as well as lead armies. This is not as different from the present as it might appear. Ancient kings were often absolute rulers in name only. As today, the powers of the head of state were often more theoretical than practical. A kingdom was first established when an exceptional individual assembled it out of many pieces, using his wits and skill on the battlefield. The family, in the person of subsequent heirs, tried to keep the kingdom together. Since the sons are rarely identical to their fathers, keeping the crown usually proved to be more of a challenge than establishing it in the first place. Those of our Great Captains who were kings inherited their crowns and had to scramble and improvise to hang on to what Daddy left them. A king inheriting his position had to be quick to size up what the situation was. This was often more of a challenge than it appeared because the new king was often an inexperienced fellow in his twenties or younger. Dad's associates were generally older and more adept in the ways of royal politics. More to the point, these older fellows often had different objectives. Some wanted more independence from the crown, others wanted the crown itself. Assassination and rebellion were common, and a Great Captain wanna-be's first conquest often had to be his own kingdom. Power has always been a lightning rod that attracted unpleasant surprises for those who would be top dog.
Yet these kings were in situations very similar to a new CEO of a large corporation. While assassination or pitched battles are not usually faced by senior management in the twentieth century, there is the same tangle of existing relationships, rivals, and potential allies to be sorted out before the new boss can take control and move the enterprise forward. Don't be misled by all the fancy communications gear and high-tech executive toys. The key management tool is still words, delivered face-to-face. Hasn't changed since the dawn of time and is not likely to in the future.
Our Great Captains also vary considerably in their cultural backgrounds. Anyone who has dealt with foreigners on commercial matters knows that cultural differences can be formidable. Yet those customs are also easily mastered, as these conventions are just different rules of the same game. All of the Great Captains we cover used, for example, parties to schmooze with friends, enemies, and potential allies alike. Entertainment customs varied, and still do, but the basic drill is the same. German, Japanese, American, and British executives all go out drinking. They do this as a means of breaking the ice and getting to know one another better. They do it a bit differently, but sitting around a table and getting drunk can have only so many variations. This is an old routine. Alexander the Great did this; some said he did it to excess. But who's going to argue with a king? U. S. Grant was also criticized for hitting the sauce too often. When someone complained to President Lincoln about Grant's drinking habits, Old Abe was said to have asked if a barrel of whatever Grant was drinking could be sent to each of the other Union generals. Thus while the Great Captains differed in language and customs, they all faced the same problems and had to develop remarkably similar solutions.
As one would expect, our Great Captains were a macho bunch. That's part of the military style and has been around for thousands of years. Even here, there is considerable variation. Some Great Captains, personified in- your-face military macho. Others, like U. S. Grant, were low-key to the point of invisibility (he often wore a common soldier's uniform without insignia). Modern commercial enterprises also tend to be led by aggressive males (and, increasingly, females). While many people in armies, and businesses, can be low-key types, the people leading the operation, the Great Captains, have to be on the ball and on the go. Thus the aggression and the macho. Don't be misled by some low-key CEO. When the situation calls for decisiveness, said CEO is either going to kick out the jams and get the problem solved, or quickly become an ex-CEO. Here we will discuss the people who get things done, not those who shrink from a challenge.
BUSINESS BEFORE BATTLES
As we point out again and again here, military success springs from a lot of nonmilitary activities. Troops must be recruited, equipped, trained, and then maintained for months or years before they see battle. All of these chores require nonmilitary skills. Even training troops is largely a matter of organization. This might seem odd, but look a little closer and you'll see the nonmilitary underpinnings of combat training. Military training involved learning two different types of skills, both of which have always had nonmilitary counterparts. Individual training covered the obvious, such as how to use weapons. Spears, swords, bows, and now rifles have always had nonlethal counterparts. In times past, there were farm implements to be mastered. Either learn how to use them well, or starve. And until the nineteenth century, over 80 percent of the world's population made their living with farm implements. Today, over 80 percent of soldiers rarely touch a rifle, but most do use complex equipment. Again, the gear most troops now use is quite similar to what they deal with as civilians. Thus most basic military training is nearly identical to what can be found outside of uniform. Therefore, an executive who excels at training large numbers of factory workers would probably also do well training lots of soldiers at once. And during the two world wars of this century, civilian managers got to do just that quite a lot, as armies rapidly expanded and skilled civilian executives were put into uniform to do what they had always done so well.
The other aspect of individual training had to do with just living in the rough while on campaign. Soldiers who learned how to get a good night's sleep, eat well, and avoid disease while marching about for weeks on end were superior soldiers. This military camping out has never been a familiar experience for most people. Thus those who were conversant with the vagabond lifestyle, such as nomads, had a considerable military advantage. Most people, throughout history, come from settled areas where roughing it was avoided.
An army on the march suffers tremendous wear and tear even without any combat. Until this century, you could expect to lose half your troops in six months of marching around, and still more if there were any battles. Most would be sick or injured from constant marching, outdoor living, and unsanitary conditions. World War I was the first major war where combat deaths exceeded losses from disease and exposure. Over the centuries there have been cultures that got into the habit of training their troops to live healthy when camping out. The Romans, over two thousand years ago, developed the most effective system for armies living in the field. No one outdid the Romans in this department until this century. Much of the Roman soldiers' training was about how to set up and maintain the camp, which was done at the end of each day's march. This kind of training was not unknown in civilian life, as large farming and construction enterprises required many people to learn how to work together. The Romans were big on large-scale projects and were able to adapt these civilian practices to military use.
The most obvious large-scale military training is lining the troops up in combat formations and practicing marching around as if in combat. This was a uniquely military activity, but, as you can see, only a small part of the training an effective soldier would receive.
(Continues...)
Excerpted from The Way of the Warrior by James Dunnigan, Daniel Masterson. Copyright © 1997 James Dunnigan and Daniel Masterson, Jr.. Excerpted by permission of St. Martin's Press.
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Table of Contents
1. Warriors and Management
2. Alexander the Great: The Big, Big Vision
3. Julius Caesar: The Greatest Communicator
4. Charlemagne: The Great Adapter
5. Genghis Khan: The Master of Speed in All Things
6. Edward III of England: The LBO King
7. Gustavus Adolphus of Sweden: The Art of Reengineering;
8. Frederick the Great of Prussia: Calculated Leverage
9. Napoleon of France: The Manager of Revolution
10. U. S. Grant: The Tycoon of Turnaround
11. Douglas MacArthur: Coping with Disaster
12. George Patton: The Taskmaster
13. Norman Schwarzkopf: Building Alliances
14. Timeless Techniques for War and Peace