Military Principles in the
Corporate World

chillibreeze writer — Mohan NA

“Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win.”

- Sun Tzu, Chinese General and author, b 500 BC.

Why try and mix military affairs with the corporate world? Could there be a connection or any relevance between the two? These are questions that might just tickle our brains as we chance upon the above title. Reasons are aplenty. If ever there was a need for anyone to probe deep into any repository of proven doctrines and principles from which we might learn and apply gainfully in business or elsewhere, it is the Military Principles of War.

Military strategies and principles have been refined, proven and applied for millennia across the world. These have in fact given birth to several widely used applications in today’s world, ranging from general management principles to use of PERT, radar, the Internet, et al. The last has really helped Flatten the World, as Thomas Friedman would say. The runaway Harvard bestseller “Blue Ocean Strategy” also talks a lot about war, dominating the enemy, the opposition and the competition by using different types of warfare and strategies. If bestsellers on business strategy quote extensively from Sun Tzu, military strategies, etc, it does give us considerable food for thought and perhaps action.

What are these principles?

There are several Principles of War quoted in different texts and treatises both in the West and in the East. As we go along, one will discern many a common strain among these as also principles mentioned in management books like the PMI’s Project Management Book of Knowledge. Broadly speaking these can be grouped under the following:-

• Selection & Maintenance of Aim
• Flexibility
• Concentration of Force
• Surprise
• Logistics & Administration
• Economy of Effort
• Morale & Security

Selection & Maintenance of Aim.

“Obstacles are what we see when we take our eyes away from the goal”

This is the single most important factor to keep in mind in order to achieve our respective goals. Very often one quotes problems, hindrances or reasons for not achieving our sales targets or project or business goals – either the goal has not been correctly selected or maintained.

(a) Goal Selection. A failure could be because the goal itself may not have been carefully selected. Perhaps the market research or the analysis of competition has been faulty or the assumptions made on factors impacting future business/market growth have been disproved. Hence, the goal must be defined carefully with as much debate and discussion as possible and taking all factors into consideration. There will always be unknowns and risks; however, knowing what we don’t know is equally important and must be catered for as a factor.

Imperatives. The following imperatives apply:-

10. Define the goal/s as clearly as possible with respect to revenue, time, market share, leadership etc.

11. Communicate the missions/goals to the entire team & ensure it is understood. Team leader must obtain feedback from the team.

12. Involve the team during goal selection, obtain buy-in and convince the team

13. It is important that the entire team should BELIEVE in the set goal. A single disbeliever can derail the train.

14. Derive strategies and action plans (mini-goals or sub-goals) based on overall mission/goals. These should be aligned with vision and company philosophy

15. Periodic review of the goal versus achievements-monthly, quarterly, annually or as required.

16. Reality check and goal review to be done periodically by the strategist/sponsor.

17. Identify the PNR-Point of No Return in any plan/strategy, if possible.

18. Ensure that parameters for measuring the plan progress are selected and defined correctly with respect to:

• Key success factors/Key Performance Indicators (KPIs)
• Milestones
• Monitoring the Return on Investment
• Achievement of Critical Mass
  When can the plan go on its own steam? How? Is it even applicable?
  How does one sustain the plan in medium/long term?

(b) Maintenance of the Goal. Our resources, our attention and focus at times get diverted away from the goal. Hence it is important to always keep the vision of the company, the business mission, goals/objectives at the back of our minds as the guiding principle. If something is being done which appears questionable, it would be good to ask of ourselves: Is this leading us towards our business goals – either directly or indirectly? Is it compromising the philosophy of the Company? If things aren’t going as planned, what can I do about it? Who are the stakeholders who need to be consulted if I can’t take a call on this? Some imperatives in this regard:-

19. Goals along with current status/target achieved to be displayed prominently in the work place and quoted in meetings so that it is foremost in everyone’s minds.

20. Get everyone involved! For example, status review meetings of the Sales teams to involve the Marketing, Finance, HR teams etc also as they are key pillars of any business.

21. Strong and bold leadership is required to keep the team together so that high energy levels are maintained while pursuing the goal.

22. Maintain constant communication within and across different teams, so that everyone is on the same frequency.

Flexibility. This implies being nimble and being a thinking leader or manager. Always scan the environment and the various factors which could affect your game, sales or otherwise, plan. If something crops up which could impact an ongoing project, carry out a quick SWOT analysis or a snap appreciation of the situation. If required you may have to modify the goal or the plan to achieve it. Always be ready with a Plan B and brief your team members about this plan and the contingencies upon which this will be executed. In cases gone totally awry, plans may need to be totally abandoned!

Concentration of Force. This implies the following:-

Prioritization. At all times we must be mindful of the priorities in any plan so that resources (time, finance, people, material etc) are not spent in a disproportionate manner. A tendency to do the easier jobs first is a human tendency and must be avoided. An exception to this is that it is sometimes necessary to get a couple of quick and early successes/wins, as this can do wonders for the morale of any team or organisation.

Maximise ROI. While deciding priorities and resource allocation, focus on where one can get maximum 'Bang for the Buck' resulting in maximized ROI. Be aware of Pareto’s 80/20 rule. In other words, identify and attack the Centre of Gravity in the battlefield (market).

Avoid a tendency to take on all jobs at the same time as there is a danger of spreading yourself too thin and not making any impact at all! Avoid being too ambitious.

Surprise. This element implies being offensive, creative and innovative. By constantly thinking proactively it is possible to always be one step ahead of your competition. This typically needs good support by, for example, a good team of market research analysts and a mechanism for coming up with innovative answers to futuristic problems .It may call for brainstorming, maybe following a methodology as advocated by De Bono .The aim of surprise is that it catches the competition off guard, makes them reactive, gives quick returns and can be a real morale booster. Within one’s own organisation, it instills fresh energy, excitement and helps break any monotony if it is creeping in among team members.

Administration and Logistics.

The Army may march on its stomach, but so does the Corporate!

This is perhaps the most under rated but one of the most vital parts of any strategy or plan and includes back end support, communication infrastructure and plan, logistics, people issues, working conditions etc. Issues like allowances for meals, accommodation, travel, etc are very sensitive subjects and need to be catered for in all budgets.

Connect the 4 Ps by the 5th P- Set up a PMO. Philosophy, Plans, Places, People need to be linked by a PMO – a Program or Project Management Office. In order to execute any plan, this concept is essential. It may not call for creation of a separate room or cubicle, and may even be virtual. Typically the military has its War Room where strategies and plans are discussed and executed. Similarly, companies have their own nerve centre. For example, the CNN has its Situation Room to keep on top of everything going on worldwide, which is as dynamic as anything can get! What is important here is for the management to define the framework, rules for communication, and the methodology to operationalise plans. This PMO will help execute and monitor plans, optimizing resources and maximizing ROI.

HR management. While working with teams it is important for the team leader to perform successfully. He or she has to prove himself to the team by being an example. This is often taken for granted. While designation or appointment brings authority, it also brings responsibility. The team leader needs to ensure that the whole team looks in the same direction as the other teams in the organization. This can be a challenge as there may be personality issues, egos, etc which have to be dealt with by the leader as smoothly as possible. The appointment of a leader by the management has to take into consideration all these factors. Finally, while current tasks are being tackled, the leader has to look ahead at the future and ensure that people development and training also takes place in a planned manner.

“Every F-1 racing car has to carefully plan periodic pit stops for fuel.”

Economy of Effort. This principle has already been brought out in several areas above and needs no reiteration.

Morale and Security.

“Team is responsible for the achievements; I am responsible for the failures.”

This factor is again important and the responsibility of the management and the team leader .Some common points for leaders to bear in mind are:-

23. Lead by Example. Don’t do only as I say, do as I do.

24. Delegate – build trust through teamwork, collaboration.

25. Use tools and technology to economise effort and maximise returns.

26. Provide support to those over-stretched.

27. Lend encouragement. Praise in public, censure in private

28. Celebrate successes.

29. Performance Review/counselling to be done fairly and in transparent manner.

30. Get your hands dirty - work with the team

31. Intra department/inter department work
– Increase personal contact through informal meetings, phone calls
– Formal contact like formal meetings to be called for only during initiation, periodic review and completion.

32. Emphasise on attention to detail. After all,

The Difference between Ordinary & Extraordinary is that little EXTRA!!

Summing up, it is clear that the above are not alien to us. Many of the above principles are being applied by many, some consciously and some unconsciously. It would however be seen that if all of the above are consciously practiced then it is a potential recipe for success or victory. These can be applied in any domain in business, ranging from Sales, Marketing, Product Management, Finance, HR or even by any professional like a lawyer, an educationalist etc. After all who wouldn’t want to win a battle before the first shot is fired?

“Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win.”

- Sun Tzu, Chinese General and author, b 500 BC.

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—About our writer: Mohan says, "I have been a freelance writer off and on for many years. I also enjoy editing, and have worked as an Associate Editor for an erudite yet delightful magazine called 'The Eye', by SPIC-MACAY, a pan-Indian voluntary movement that promotes Indian art and culture among young people. I love reading, travelling, watching films and painting. My two young daughters take up the rest of my time, serving in turns to inspire, exasperate and educate me."

 

 

 

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