Do you want to sell sugar water for the rest of your life, or do you want to come with me and change the world?
There was a time when companies were urged to set overarching goals to inspire the troops. In many of these companies, though, the troops noticed that when tough decisions needed to be made, considerations like “Don’t embarrass your boss” and “Pump up the CEO’s bonus” seemed to be the real guiding principles. In other words, instead of inspiration, employees got hypocrisy. At the very best, they got platitudes, akin to “We want to do good while making our employees happy and providing a superior return to our investors.” Kumbaya.
Boyd, oddly enough, liked the idea of a higher guiding principle. He wrote:
A review and further manipulation of the ideas and thoughts that make up these different ways suggest that for success over the long haul and under the most difficult conditions, one needs some unifying vision that can be used to attract the uncommitted as well as pump up friendly resolve and drive and drain away or subvert adversary resolve and drive. In other words, what is needed is a vision rooted in human nature so noble, so attractive that it not only attracts the uncommitted and magnifies the spirit and strength of its adherents, but also undermines the dedication and determination of any competitors or adversaries. Patterns of Conflict, 143.
It turns out Boyd may have been on to something. A recent article in Quartz references a new book, Peak Performance, by Brad Stulberg and Steve Magness:
While researching their book, Stulberg and Magness interviewed countless scientists and world-renowned athletes. They found that people who exhibited this kind of “superhuman” strength were able to do so only when they chose to focus on a purpose greater than themselves.
In other words, what’s their orientation?
I’m not too good at reading minds, much less corporate minds, but one thing stands out: For all practical purposes, domestic airlines in the US today are monopolies. They have left just enough market share at their primary hubs to avoid the threat of federal action, and this limited capacity means that open skies treaties won’t significantly increase competition.
When your orientation says “monopoly,” you act like a monopoly. In particular, without the threat of the marketplace, you have a lot of flexibility in the levels of service you provide — your quality — and in what you can charge. Play this game well and you can maximize the amount of money to be paid out to the the people who control the organization and to those who can fire them. Continue reading
While leading his company in Afghanistan, Marine Major Paul Tremblay was ordered to clear a much larger Taliban force that was defending an area of rugged terrain. Ordinarily, such terrain would favor the defense, not to mention the numbers problem. Major Tremblay, however, fashioned a plan of attack based on the notion of “operating inside the OODA loop,” where relative numbers are much less relevant.
Chuck Spinney picks up the story:
Major Tremblay did not know Colonel Boyd but has been aware of his briefings since he was a 2nd Lieutenant at the Marine Corps Basic School. He is the only officer I know who has studied and applied Colonel Boyd’s ideas in a premeditated way in designing and leading a combat operation. His reinforced company level attack on the Taliban was a stunning success and based on radio intercepts, it became clear he penetrated his adversary’s OODA loops and collapsed the opposing units into confusion and disorder, exactly as Boyd predicted. His thesis does not discuss this operation.
I’ve uploaded Major Tremblay’s recently completed master’s thesis (517 KB PDF). It’s a brilliant piece of work. Quoting Chuck, again:
P.J. Tremblay’s thesis aims to clarify what is perhaps the single most misunderstood aspect of Boyd’s theory of interacting OODA loops: the confusion of absolute speed with relative quickness, particularly as it applies to agility in Orientation and Re-Orientation. Tremblay’s aim is to improve the Marine Corps training curriculum by clarifying Boyd’s ideas and laying out a way to better incorporate them in progressively more comprehensive ways at each level in the Marine Corps’ educational system, from the lowest to the highest level.
PJ’s thesis is a case study in the kind of intellectual development and stimulation that John Boyd was trying to achieve by leaving the Marine Corps Research Center with the complete archive of his briefings and note. Boyd, an honorary Marine, would say, “Semper Fi, PJ.”
Chuck has posted the complete introduction to Maj. Tremblay’s thesis on his blog.
Benjamin: Yes, sir.
Mr. McGuire: Are you listening?
Benjamin: Yes, I am.
Mr. McGuire: Neuroplasticity.
Benjamin: Exactly how do you mean?
This is another in a series of posts promoting, or at least complicating, our understanding of Orientation because Orientation is, after all, the Schwerpunkt.
In fact, if I had to boil Boyd’s philosophy down to one idea, it might be to ensure that your orientation makes more accurate forecasts than those of your opponents. If we’re talking business competition, substitute “customers” for “opponents.” Continue reading