Archive | Strategic Issues RSS feed for this section

What is Killing Strategy?

3 Aug

The pace of change isn’t slowing down we can all attest to that – it’s accelerating at an unprecedented rate. Life is becoming expensive, demanding, and trying even… Mankind has seen more change in the past century than in all of recorded history combined, and we’ll be seeing even more. This aspect is forcing people into some form of survival mode, both at work and some even in their relationships. Interestingly, it’s also bringing about new management phenomenon.

Turbulent times

People are confusing change with strategy today. These two words are not mutually exclusive or interchangeable. Change is used as a tool today to force sudden events upon us, to take place, and thinking it will render magical results without proper planning. Strategy on the other hand is systematically, planed, informed decision making, where change is haphazard – turbulent.

  Continue reading

Advertisements

Where do our “Generic Strategies” combine with our social nature?

22 Sep

Introduction

The term “generic strategy”

Generic strategy” in the true sense and essence of it, is very much part and parcel of our everyday life and has a life and purpose of its own. Just like fire it gives energy off and fuels what is to come.

“Generic strategy” is that significant and pivotal to our existence, it is the “carbon atom”, of strategy.

So-much-so that it is hardwired into our DNA – it is our very own human operating “software”, if that makes better sense – it is strategy operating at the core, making us fit for survival and co-existing. Without it we would have acted purely instinctive, animalistic even some believe.

The popular Porter model by the same name, generic strategy, is not in discussion here.

No, the term “generic strategy” embraces everything strategic, human, and instinctive; allow me a few minutes to explain, it does not only infer an exclusive one model definition.  Strategy as a rule simply cannot exist if not for generic strategy existing originally.

To explain this statement, we need to start with linguistics first and then build up the concept.

All strategic concepts are defined by “CAPS”:

A. Concepts,

B. Attributes,

C. Perceptions,

D. Systems.

  1. In this instance the concept is referred to as “generic”

Starting off and borrowing from the Latin here; the word “Generic” infers “genus”, to mean a kind or species, otherwise when translated into the English, we get something of a general occurrence/ application -having a wide or general application then – also when used in conjunction with explaining behavior, it means to explain common exhibited traits very specific to a group or a class of people, species, clan or society, describing their nature, (as a basic mannerism) or a way of dealing with things. Continue reading

Strategic Management and Planning Concept Development

2 Dec

Everyone learning, teaching and or practicing strategy has a working concept of what strategy should look like in their minds. This is not always clear to others, as strategy is “multiple-discipline”.

With the result that there are as many forms of strategy, as what there are languages spoken.

However, it’s always important to continue to develop, and expand on this core knowledge, for knowledge is power. We have to continue asking the basic frame work questions, to test them, to see if they are all still valid. Back to basics, for if the structure is strong so will be the framework that we build upon.

Continue reading

Ideology can become a sources of Risk

11 Nov

Risks are not just about identifying events that, when triggered, could cause problems, even all the defects, and operational issues like none performance, shortage or scarcity of some resource, all the obvious things we were taught that create risk, yes still valid, but now there is more to consider when talking risk. The SWOT analysis is just not good enough; we require some sociological scanning…

The environmental scan is the second tool to use with RISK analysis; for today deeper and unseen aspects prevail, that also impact our risk factors and profile; it could start with any underlying philosophy being promoted, even our way of thinking could be contaminated, anything that rides the strategic train of thought with us, and then takes over at some point from rational and tips us towards the emotional, or abstract side of reasoning. Aha, so risk is not just measurable, tangible, foreseeable, and obvious, it’s also hidden in our metal make-up…and very much so.

Hence, risk identification should also include the people involved in our teams, profile them; for their bias, fears and then most important their ideology.  Yes, the very way we are trying to solve a problem, is directly linked to how we are positioned, toward our environment, how we understand it, operate in it, and control it, is strongly influence by our ideology, things we believe in. This aspect could become the actual risk, sometimes only later on, and even a threat to the entire scheme, greater that the initial problems we foresee now… itself.

Continue reading

Not everything labelled “Grand Strategy” is just that – Grand or even Strategy…

4 Nov

By definition; Grand Strategy; refers to a complexity of power, residing in strategic elements, both prevalent and indispensable for achieving very large-scale objectives such as winning a War or changing the political course of a nation.

In truth, No business ever reaches such a scale of work flow on the strategic level implied here. The launch of a new product for instance, could not possibly qualify for this analysis as “grand strategy” however important they are to those directly involved with it, it is still nowhere near the scale and scope of a true grand strategy – like WAR for instance.

 

Still, daily the term Grand Strategy is used out of context.

 

Now in business; for an enterprise, the “Grand Strategy”  – to be termed one – should include a cradle to grave approach, with for instance; prior calculations, assumptions, and research (by experts) on the business assumptions made in relation to what will actually be required to achieve various and diverse objectives simultaneously, through the application of concurrent running strategies – with simultaneous employment of divergent strategies and tactics for instance. Even then, it’s still not that clear-cut, or qualifies as a Grand Strategy.

The rules are different; for business there are no such things as peace and war, no transition from politics to War to achieve their aims with. It’s all substituted; there is intensive competition and “civilised rivalry” – a battle fought on supply and demand estimates – every day, but there is no conflict in which someone dies, no, contrary the outcome is severely constrained by laws, treaties, and regulation – quite civilised.

Continue reading

CAPS the way forward, when dealing with strategic complexity, through critical thinking…

22 Oct

Have you ever wondered why some people are better than others at solving certain (complex) problems and making good decisions? Thereby leading the pack?

The answer seems obvious: they know more than us, or they have the experience required, they have the better education, the gift of the gab, and my favourite – they are the appointed authority etc.

We seem to find a reason for every situation in life with smart people to stand back, we become inventive with excuses as to why they outperform us, and why we have to be submissive or why we have to adhere to them. It’s called conformity. Society has taught us to conform to the rules; of culture, religion, social beliefs, and structure. All good and well, don’t get me wrong, but they never taught us that our thoughts, our thinking and reason do not belong to the same rules.

Our minds are free agents, or should be. So how smart are you anyway? Some people are smarter than others for sure! But being smart isn’t enough, when we want to find truth, and seek clarity, rationality. The truth is this; we are all “smart” at one thing, but not all things.

People have been conditioned to think with one paradigm only, all their lives, they just stay true to one way of thinking, and they never stop to think about their own thoughts, or way of thinking, when they do this thing called thinking so well.

Continue reading

A Call to duty

26 Jan

Economically things are heading towards  negative growth globally, the belt is tightening; and we can all feel and see  the effects already early on in the new year.

Who is to blame? What is the problem? Why can’t we get it right?

Well some believe it’s very simple, if we get the basics right the rest will follow; what is stopping it is a lack of vision, discipline, and true LEADERSHIP

World Leaders are in the midst of a worldwide crisis, and everyone is still just looking out for himself;

The problem is actually several problems that are compounding the effect of the global economic crisis;

  • Population growth rates are overtaking economic growth;
  • We are growing so fast, as a global population, that at the current rate we won’t have enough resources left;
    • food, water, and then other factors like
    • education,
    • and jobs for all, by 2020 will be a source of  concern.

The facts speak for themselves; the world population has gone from 1.6 billion in 1900 to 7 billion in October 2011, and the U.N. projects that it will reach 9.3 billion by 2050, and over 10 billion by 2100.

 

  Continue reading

Most Strategies come with both Moral and Ethical Dangers today…

28 Oct

Today Strategies that really work are far and in-between; WHY? You may ask. Mainly it’s because they don’t “make everyone happy”, or work the way they were intended to, mostly they were poorly executed or planned. These aspects were the most common reasons strategies failed in the past, and also the most obvious today still. However, the devil is in the detail, now we see a new phenomenon, and it creates an astronomical moral, ethical and social dilemma.

Especially where strategies of leaders are involved, then there is almost certainly money involved (the root of all evil), and some greedy people to.  Now we have to guard against moral decay, the likes of greed, corruption, and on the other side of this horrendous affair, we still have the old favourites, flawed; planning, execution and business assumptions, all because of misguided intent and poorly trained, educated, capacitated, and “competent” people.

Some pearls of wisdom about new leaders, their ways and ideology. With leadership in general today; we detect a total emphasis that have shifted, form efficiency and effectiveness, to human rights; everything needs to suffer so that equality can prevail, and so that “everyone will be happy”.  Even moral and ethical obligation has suffered a horrific blow, all in order to accommodate fairness, and the compass to truth, has been glued on a politically endorced North, so that no one can or dare get it wrong anymore…

Then people that influence our strategies should be closely watched. It’s never just the ideas they have, or the plan that’s all important; it’s the planning of the bits and pieces that go into strategy with which to execute such a plan with and the people who has a hand in doing so, that is of paramount importance. They stop at the idea phase, implementation is outsourced to someone they think is up to the job, or know well.

Ideology and planning of it, only survives for n few minutes after it was conceived, if it was done to keep people happy, then with some time passing, it becomes useless, and then it’s all left in the hands of the cognitive people, hopefully wise in the detail of things…to sort out the mess.

However, we seem to do quite the opposite today of what strategic wisdom teaches us; we seem to be giving dim-wits the jobs, and leaving them in charge of this detail. When it was CEO’s – Chief Executive officers jobs before. This becomes fatal to the organisation, especially when we gamble with people’s lives, or livelihood. Even more so in complex situations; we may rely too heavily on planners planning and forecasting and then by implication underestimate the importance of random factors that influence details in our internal as well as external environment. We need to understand that the plan is an estimation of what is to come, and the time, resources and finances involved are at best assumptions.

Plans in essence therefore have become worthless, just minutes after they were signed off. We require a time continuum. Continued and ongoing daily, weekly and monthly detailed planning, this aspect is essential; we require this continuum, a time spiral continuum, where cognitive people keep overseeing the planning ongoing and both current…they measure, and calculate and keep things within budget and time. We need to do strategy today cognitively.

Cognitively; refers to a psychology; a cognitive science, relating to the process of acquiring knowledge by the use of reasoning, intuition, or perception and incorporating science, as process and structures, to measure, and mange.  This is connected with recognizing and understanding things, and thereby informing us of how they work. So this aspect is what makes our strategies work well if we apply it?

All fair and well. Now enter emotion, and greed, and the whole cocktail changes colour and taste. A life worth living, living a life that matters most to us humans has always been at the core, where we need to do things that matter to us, for it to make sense and have worth.

Studies revealed that the underlying driving force behind people who succeed: is to find happiness, and by the same token get ahead.  All good and well you may think, nothing new there…

However? In our pursuit of happiness and getting ahead, some have now corrupted this system, and hijacked it to the extreme. What if personal aspirations, and pursuits start interfering with very complex issues, affecting millions, of people. Then it becomes complex; when you analyse and ask what is your definition of happiness? When will you be happy? And what makes you happy? Are you happy now? Define Happy? Then we seem lost to the plot.

What translates from this, is our current situations, very noticeable and erupting globally; where people think it’s their right, either as an elite, or an minority to be happy, no matter the consequences.  “If we the poor can’t have houses and jobs then we will burn everyone’s house and even factories”. Our moral and both ethical compass is glued to a false North.

They want their happiness to keep growing, they don’t understand, that you can’t become happier with having more. Happiness is a state of mind, and not a state of wealth. Can you be more-happy? Happy-ier, and then most-happiest? Does happiness ever grow, or seize to grow at some point, so that we first have to be very un-happy on our way back to being happy again? Perception drives people to pursue anything they think will be worth having, without contemplation.  We have ushered in a new age, a new generation of instant gratification addicts, with this thinking of ours. In strategic circles we want to deliver, and have “happy” customers, piers, investors, and people in general. However, do we ever contemplate the consequences of our own actions, when looking at the cause and effect of our strategies, in helping to make some people very happy?

So what does happiness have to do with strategic terms then?

Some say, that our lives are the sum of our actions, driven by our “shadows”

Where shadows describes those aspects that burden us, weighs us down, keeps us awake at night, that steal our joy, or preserves it, our conscience. We all know that man is driven by; desires, fears, and ambitions: as well as infinite hope, a strong feeling of wanting to be successful in life and achieve great things swarms us all. Mainly, it’s because society in general cast this expectation on all of us, to get up and go, to know right from wrong, and to respect others. This is how you will be measured. Our dark side some believe drives us faster and harder to change and act, and not our soul, or spirit, or our pursuit of happiness.

Where these thoughts contain certain other beliefs, that starts manifesting through a driver, either a; desire, fear, weakness, or a bunch of beliefs manifesting out of fear. Then we function with and from, the personal, self-centred paradigm, our shadow. There is also a common belief in conformity to self preservation or self annihilation; therefore we conform to practices, rules, and also religion, culture and beliefs, with the hope of controlling our shadows – this can do one of two things; either save us, or annihilate us.

We all have to sink or swim with our choices, with the gravity of strategy. All brought on by the shadow cast upon us by society and its burden’s and demands, as well as circumstances… very difficult, we are in essence fed by the neglected and repressed collectives values, that make sure we know our place, through the measure of success we have, and no one is ever happy if they are not king of the castle, then you’re that other guy, the dirty rascal.

Whose duty is it then to produce new leaders that can lead us, some of those not so brave stands up and speak their mind, some not so wise get to make a speech to thousands, some not so educated move men with violent actions? Is this the new age? Very dangerous liaisons, to have around young and feeble minds. Especially as examples of leaders and leadership, in most instances disastrous. The ability to see the misguided intent of some men, of their collective actions, eludes us if we are not alert and wise.  This then gives us a sense of not belonging, being neglected, feeling alone, abandoned without support or even hope at stages of our life and development, where support is crucial for full adult development. Where we have to make the hard decisions in life, we don’t, because we had no examples to follow, and then still having to suffering from the misfortune of poverty, of not having cognitive freedom, or intellectual and financial freedom. This relates to dissipating critical thinking by individuals. We are being robbed of this, our gift… people want everything to be discussed and rubber stamped in a collective without true leaders, the trust and competence of one’s own principles has to seize, or has gone already… it is becoming way to dangerous to follow your own head, that of your own free will, your own path.

Thoughts, and thinking have become our enemy, with everyone now getting an education to some degree; they too, want to express their views freely, but without restraint. Because we have constitutional rights now, the thing with too much freedom is this, it gets to a point where it becomes a prison, for some, and dams others to live without recourse or protection, from the over zealous, eager and strong free willed whooligans and criminals, feeding on the free. You are truly Dammed if you do have ultimate freedom, and dammed if you don’t. Lessons have to be learned here… No democratic freedom comes without a price, no country ever died from too much democracy and freedoms; they all died with the noose of too many corrupt officials, crime, and a bloated government around their throats.

This aspect also represents a remembered of a distant free past, when we were all free to do what we wanted, no rules apply, and no nothing applied. A primitive state of existence, an indiscriminate aspect of the human physique, the primitive mind, takes over when we have no rules, no restraints, it then gives us the ability to function without the luxury of wisdom, thus purely instinctively, as our primitive forefathers did.

The enlightenment of mind is there for a good reason some believe, and that reason is for restraint of actions, and freedoms attained, especially the cognitive part, requires a capacity for reasoning, and conceptualisation (the ability to see things take form in the mind, to project into the future, to predict with a great amount of certainty the results thereof with certainty, just by thinking about them), where we see mentally long before, “the full comprehension of a situation unfolds” and becomes apparent as a reality.

Everyone now having learned to read think they can now master any enterprise. This is not the case, everyone having learned to read has merely succeeded in corrupting the system of enlightened thinking, with noise…politics and propaganda, the knowledge first people, destroys, wisdom first creates, this is the rule. But while the ability to choose is generally a good thing, too much freedom of choice is crippling us with indecision and making us unhappy, claims the new research.

This is genius, knowing that we require wisdom first and then knowledge to create, the opposite just destroys.  Wisdom only comes with much experience, education and training of mind. With exercising both restraint and conscience. The true pursuit of wisdom and knowledge opens this portal. Opposed to the primitive, un-stimulated mind, that only has the capacity of acting consistent with repressed weaknesses, shortcomings, and instincts, observable of an animal like nature, and then acting out, where survival is what drives it and it alone. And no matter the cost. Where opposed to this, the enlightened mind only seeks content working towards happiness…

All these things are in people’s heads, why don’t we all go mad then, or all become sane?

When we don’t have set concrete expectations for our selves, and our future, we drift along like driftwood. Then our expectations change daily, we swing with perception, we become emotionally driven, we have no roots in the critical, all our thoughts are inline with our perceived reality changing, either way, for the better or for the worst…the mind has an adaptive mechanism to cope with this anomaly, to switch from pure rational thought to automated instinctive primitive emotionally driven actions, where we move away from reasoning, towards fighting with words, and then getting physical.  Then we see how fine this distinction becomes.

This cardinal aspect; COGNATIVITY – being connected with critical thinking,  a building energy becomes thoughts, therefore everything is dictated by thought, driven by fear, and validated by public perception…that in turn is only informed by peoples own desires; fears, and ambitions… people want to be “HAPPY” remember… ? At what cost?

It seems that we will never succeed if our main aim with strategy is just to want to make everyone happy. Some people are just not capable of being or receiving happiness at all. Mahatma Gandhi said “Life is pain, princess . . . anyone who says differently is selling something”.

We can do this thing called strategy two ways then. We can either sell something or we can go through the pain of planning critically in time spirals, in a seamless continuum it seems, in step with change and time. Therefore, we can do the thing right, or do the right thing, we are free to choose remember, some choose with moral responsibility in mind, others with their own agendas.  This just proves that we are in fact not all created equal…

All attempts to answer this  question of equality/ freedom, democracy has failed, when looking at universal ways of reconciling humanity’s ways into one, by virtue of, cultures, religions, and wisdom, both with the help of scientific, philosophical, and religious disciplines, and views with practices into one unified Worldview on freedom, it all failed at some point.

We stand divided even within these disciplines of; religions, cultures, gender and race – we have different opinions.

The truth, has failed us countless times, and its right in front of us, but we fail to see it, or to believe in it. We want to have everyone sorted under one label. We see plenty of its results, when we see Wars erupting over punitive aspects, where people want ultimate freedom, no rules, when we have those that have and those that don’t, all competing for the same dwindling resources, then we all become scared. As we realise we stand opposed, those that want to burn it all to the ground, against those that want to live in harmony.

Then these aspects are no longer punitive it seems? But very significant to some who say they don’t deserve this treatment.

Scientific, philosophical, political and religious beliefs have only succeeded in one thing, and that is informing us of the real (and not perceived) differences we have as individuals,  in our cultures they manifest, especially in our ability to receive and interoperate information that leads to higher order thinking, we all have strengths and weakness, no one is superior, and therefore always evolving. We were not created to be one, of one race, one mind, and one religion or government. For we all desire different things; we all dress, eat, talk, walk, act and speak differently. We even excel in different directions, as a family. We are like the universe, all just parts of one thing, acting and manifesting in different and individual ways…

The likes of wisdom and knowledge remains the key for all to become more – they activate those things within us, that make us great, called or referred to as our talents, have made each and every one of us unique– we are not all going to get IT, or understand it, and that’s the truth. The truth is this; Men often oppose a thing merely because they have had no say in planning it, or because it may have been planned by those whom they dislike or envy.

Even in the Christian Bile we see this point.  Wisdom comes to those whose minds are capable of receiving it.  Blessed is the man who finds wisdom, the man who gains understanding, for she is more profitable than silver and yields better returns than gold. She is more precious than rubies; nothing you desire can compare with her. Long life is in her right hand; in her left hand are riches and honour. Her ways are pleasant ways, and all her paths are peace. She is a tree of life to those who embrace her; those who lay hold of her will be blessed. By wisdom the LORD laid the earth’s foundations, by understanding he set the heavens in place; by his knowledge the deeps were divided, and the clouds let drop the dew.

Then Buddha; Those who understand are few, but like a sponge they absorb the precious knowledge and are ready to cleanse the horrors of the world with the precious liquid. All religious teachings…

So where is this shadow that prevents us from all seeing the light?

Where our shadow is, seems to be the unconscious mind. It might be defined as that part of the mind which gives rise to a collection of mental phenomena that manifest in a person’s mind – but which the person is not aware of – at the time of their occurrence.

These phenomena include unconscious feelings, unconscious or automatic skills, unnoticed perceptions, unconscious thoughts, unconscious habits, untamed emotional outburst and automatic reactions, to stimulus.  Complex hidden phobias and concealed desires. This part has the ability to build us or destroy as through the introduction of  freedom, if we give our own minds total freedom, it will take us over, and corrupt us. Even our thoughts need controls.

Emotional and personal growth and freedom go hand in hand, it is inevitable and both desirable aspects for progress and self development. Whilst following rules and guidelines. Restricted freedoms called discipline, all desired aspects of forming.  But in its absence we find moral decay, a destruction of a community’s character, and people’s character aren’t formed to be socially acceptable. Traditionally communities were formed around set standards and codes of conduct, social norms, so too their inhabitants had to conform to these codes and manner of conduct to be able to identify with such a community.

Change is unstoppable. The question is not whether you have to start changing, or by how much, in the way you are thinking, or have been, but by how much have you changed already, and so to your part of the world is going to change.

The question is how this will affect the way we develop as individuals, community, and country’s, and still make strategy work, do business, now when all standards have become  unusual.

A common mistake people make still today is that they think their frames of reference are still solid and unchanged,  if they as parents believe in norms and values so too will their children, and managers their followers, they are not. Especially when we are  still trying to design something “foolproof”, then we see how generation gaps do not share the same aspirations, and ideology. therefore,  if you are trying to do this still, or promising that it will be so, then truly you must be underestimating the ingenuity of the newly – un -educated that function only from the self paradigm first.

Carl Jung studied this, and developed on this here concept. He divided the primitive brain dominance in the absence of sound reasoning model, where the unconscious splits into two parts: the personal unconscious and the collective unconscious. The personal unconscious is a reservoir of material that was once conscious but has since slipped and been forgotten or suppressed. The collective unconscious is the deepest level of the psyche, that containing both the current and the accumulation of knowledge of the collective, of their inherited archaic existence… in other words, this brain is fed, not by knowledge but by perception, and emotion…

There is considerable two-way traffic between the ego and the personal unconscious, such as when one’s mind wanders to thoughts irrelevant to the current situation, and it frees you from burdens. This is an unfocused mind that has no concern for higher order principles, just self; just a plate of food and his pay at the end of the day will do. Anything instant is gratifying. Expertise or experience only grows with finding mobility of thought between the unconscious and the conscious mind; the one will have nothing to do with the other. The one is like a reverse gear the other is first gear, operating at two different states. Critical thinking is required here to keep the rational side dominant; it is the ability to rapidly and strategically move people from one function to the next, with reason, and not emotion….

Growing as businesses have, they too need change. Organizations are increasingly building their internal talent pools to ready themselves for future challenges, and talent deprivation is no distant scare, its happening. We will reach a stage soon where our talent pools will dry up. Very few people are truly well educated and qualified for the offices they hold. The education systems are to blame in part.  We are already having to compromise, just to get by. This phenomenon will grow.

We fully well all  see the writing on the wall with our children’s public education failing us. Procrastination is the thief of time, and time we have in short supply. We are not acting on this either as if we still have time. A certain truth exist about a definite required intellectual capacity, that is absent, that would have seen the relevance, and acted decisively on it.  However, there’s nothing, that is required for further education and its facilitation, entry levels at University  for instance has been dropped, just to have students, they just don’t seem to have what it takes to cross the gap. Both strategist, and leaders…are born here, we have all become aware of the lack of talent, ingenuity, and well schooled and educated people, with good norms, manners and values.  Now their breeding grounds are corrupted too.

This aspect and its consequences are becoming critical, and universal, the differences and the ways of working with and without skill and talent is to be seen all over.  They just don’t deliver the same quality…

“There isn’t a single one of us who hasn’t harvested either from the positive or negative effects of  this example, the lack of quality, what you put in you get out, quality in quality out, or the revers is so true as well. It is a simple choice we need to make, that should or have been made by our leaders and piers for us, to drive this principle home, we need to make sure we have enough people that can think critically,  can act with virtue, and others that will work their butts off happily.

Only with the arrogance that comes from ignorance will we downplay this aspect. We all fall or float with what we hold as truth, that our way is well. We need to make sure that we still cultivate from this day onwards, people with enlightened minds, critical thinkers, and path finder’s, for we already have very few of them left.

Alas, it is only fear that will decide for us if this path will continue or end now. To be free or remain victims of the mass hysteria and propaganda is enforced by daily choices we make, either by breaking the cycle or enforcing it…

Don’t tolerate bad and ineffective decision making, it breeds more of same.

Terminal madness is everywhere to be seen across the globe, corrupt and ineffective governance; the result is hunger, war, climate change, and pollution, to name but a few, and the list goes on and on.

It’s all due to an inability to speak the truth, and to still navigate with  ones moral and ethical compasses, for we fear the masses, and their madness, way too much, the populace of growing ignorance is mounting. Yet we stand and watch in fear as they keep robbing us of our existence daily, not just our future anymore, that is long gone.

We have given ill disciplined and morally corrupt people way too much power, and freedom…to do nothing…but burn.

Nothing is ever urgent in life, or even urgent enough to have something done about it, until everyone is convinced that it ought to be done now, because it is now impacting on them personally, then it’s almost too late.

This is still business thinking in the usual today-today sense, what about tomorrow? When everything becomes unusual, what then? Look around you!  Much time may go by with no or little consequence in these instances as we wait for time to hatch the mistakes and multiply them, and then it manifests as chaos…

No amount of money, power, or education, can buy or equip you with the required enlightened mind it takes to see the relevance of good and tidy governance, leadership, and people embracing discipline, morals and ethics, in just one day.

It’s a process, like growing fruit trees.

Today, sadly, much more time is still wasted by leaders just perusing personal gains, and other personal objectives, no amount of energy is ever expended on being productive that renders far greater results than the same amount expended from the physical objective and plane of existence, called work.

This dream is real my friends, and it’s time we awake, as we are already living with some of the irreversible consequences. Like climate change.

In the absence of “cognativity”, the consequence of none action without required thought becomes apparent as more and more stagnation sets in, because we wanted everyone, every nation, to be democratic. Democracy requires action, to survive, not what we see now, inaction.

Wisdom is found everywhere, timeless; if you are planning for a year, sow rice; if you are planning for a decade, plant trees; if you are planning for a lifetime, educate people.

EDUCATION and clean water is the start of any human crop; of potential enlightened leaders of man. The whole point of having freedom has becomes senseless, if we have hunger, starvation, homeless, jobless, and disease ridden city’s, all over the world popping up. If we have to reject moral values, to be able to say the constitution exist, to give you rights, and anything goes. What if nothing goes, and the only thing worth something is food and water, will freedom still matter?

So when we created a democracy, did we spell out the limitations, and burdens imposed by it, no?

No wonder society is so infused, and consumed with its new found freedom. No wonder there is no discipline, is it any surprise that we have children burning down Britain, people murdering, hi-jacking and stealing from the rich, are they a part of anything, no they are free, we gave them this right, is it any wonder that so many children do drugs, get pregnant, kill fellow students, parents, no, we gave them freedom without them having had to do a darn thing for it. They can pass school with a grade that means nothing, without being able to spell, read, write, or communicate. How long will we tolerate this madness still?

These are our pool of future leaders, workers, and talent, free to do whatever they like, for how long, until they are happy…?

Accept some form of divine intervention always, it’s  to be expected, we greatly need it, to save us from ourselves, and then accept your moral responsibility, we were all born inherently self-centred, learn from the wise; the teachings of Plato, who said this world is just the shadow of Reality. So whose shadow are we living in?

WHOSE STRATEGY IS THIS THAT'S PLYING OUT GLOBALLY TODAY, that just destroys?

All information, views and ideas shared and or expressed here, are personal and private, 
and do not reflect on any institution that I may or may not be affiliated to.

Also look at my book;

The Gravity of Strategy

5 Oct

“The Seven Pillars of Gravity” define the physical and abstract nature of our adversaries.

Strength and weakness, both physical and abstract, are mixtures of Yin and Yang. Where nothing remains stagnant, where strong becomes weaker, and weak becomes stronger in changing cycles. Where strength and weakness is brought about by influences. Then it stands to reason that we can influence things, to either make them stronger or weaker. By linking certain common attributes of business design to concepts, we can create models of any contemplated aspect of company design and relate it back to a physical form, to see where it is strong and weak. Then, by identifying and studying their objectives, we will be able to get a better idea of what is their strategy is all about, identifying their abstracts of reasoning, where are they hoping to go with it and what are they doing both right and wrong to get there. The picture becomes clear, then the abstracts of their strategy becomes concrete and factual to us. We deal better on factual basis as opposed to hypotheses and assumptions with finding solutions. We have now successfully identified the two crucial aspects of disseminating a design, and defined the physical and abstracts strengths and weakness of the adversary. Remember, every strategic aim consists of commonalities; the vision, mission and objectives. However, these attributes of strategy conceal the tactics used, it does not define the actual flow and direction for us, where one objective can become several objectives with smaller goals, that requires “things” in order to work. We can influence thought and the abstract of it, but we can create or destroy physical means. With strategy, something’s are physical, clearly observable and tangible, and other things are of abstract nature – mainly referring to reasoning, culture, paradigms etc… Combined they form the organisation and its purpose. However, what they all require is a vehicle to bring them into effect, and that vehicle is systems. Systems need things and people to operate, so that makes them the perfect target, for it is the weakest, as it is the most reliant and vulnerable to change, influence and its dependencies. Where abstracts – their “objectives”- are seen as essential forces of strategy that cause “gravity” – weakness – because they need things to survive too, and they could exhaust resources and place burdens on systems.  Objectives, with sub-ordinates, causes a polarity, that impacts on other parallel objectives, that impact on the total system at some point or stage. If un-checked it could cause failure, bottlenecks, or total systems collapse.  Therefore, if we target certain main objectives and systems, we can cause the strategy and the organisation to fail. In order to achieve success in business one must achieve objectives and goals consistently and well. If we want to succeed whilst gaining momentum, we have to find ways to minimise risk and weakness, thus eliminate gravity, by closing the door on our competition, and as we do, we will gain some better competitive advantages. Our focus as organisation must shift to our ability to sustain systems, the ability to change objectives, and create situations that causes friction for the opposition, and not us, where the competitions system becomes stuck, or weak, because of the pressure we are exerting on them because of our strategy. By making them adhere to our tactics, then we can create and dictate the trend, either by destroying, or depriving them of their ability to stop us. This is also known as manoeuvring. In order to obtain this objective, we focus on physical means first, to understand what they are, and how are they structured to form the organisation. We can employ the7 pillars of gravity model, to serve as the focus point of efforts in planning our EBO. This gives us an ideal three-dimensional model of our radical strategy and that of the opposition, we are not designing strategy in a silo. By having analysed the physical attributes of the adversary, we take that data and deposit it into our model. Anything that can function on its own and is free and able to make decisions, as to where it will go and what it will do, has a determinable character, with attributes, like an organism, that leaves an influence and signature in its habitat. Depriving an organisation of its physical means, or distorting its gravity – making it weaker where it is weak already – won’t always stop it, but a mix of both will, combined. Having defined the opponents systems attributes – then pillars emerge, it then gets broken down into the seven pillars.

The first Pillar is the core or leadership. – Here we build up a profile of who the leaders are, how they makes decisions, and how they get influenced. Their individual character traits, are they emotional, conservative, echo centric, or bureaucratic decision makers. If we ask the right questions we get the right answers. By finding opposing forces, like we saw in the yin yang model, we can draw many conclusions and assumptions. Chief executive officers leave trails and we can interview people to ascertain more information about them, providing us with a clear view of the brain behind the strategic direction, the guidance and control over the entire system.  Breaking one finger, will render a hand useless. We don’t want to take on the whole organisation just their weakest links. If we identify that their command and control element is it, then that is where we will focus on. “It and it alone is absolutely essential in the sense that there can be no substitute for command and control, and without the brain the body becomes useless, even though technically alive, it is no longer operating at the strategic level.”  The organising portion of the entities possesses will stall, the ability to decides the who, what, where, when and how, will become severed and useless. Direction and movement will depend greatly on the influence of the “head”. 

The Second Pillar is called organic essentials or physical means. – liken to food and oxygen for humans. Things that we cannot live without. Logistics; Service Providers, Manufactures, Transport grids, Warehousing, Transportation and Suppliers. The organisations life blood, where the heart and lungs pump blood and air as organic essentials without which, “the brain cannot perform its strategic function.”  Organic essentials are not of equal importance to the brain because, “a heart without a brain, is a very expensive, complex pump without meaning or ability to act or effect.” We could start buying stock from the same supplier and be willing to pay more should he agree to only supply to us for the next year, exclusivity contracts, sole supplier mandates, this could include buying out the transportation contractor of our opposition and using them for other contracts that we have negotiated. Offering better services to his suppliers, buy buying bulk materials and selling the over flow to other suppliers. In short, everything that the businesses requires or are reliant on to function, as its support systems and life lines, is viewed here.

The third Pillar is the infrastructure or bones. – Blood vessels and muscles, they are important but we can adopt work-around capabilities to enable us to function without them.  Infrastructure can move the organic essentials and support the brain but the body can exist without them. By spreading your vulnerability across a wide front by decentralising and flattening your organisational structure as a first step, you will in essence be out designing your competition. Here we focus on structural design and how to change the nature of the skeleton, of the beast. By streamlining structure, we will be speeding up and will produce faster turnaround times…The other aspect is a foot can compete with a foot and a hand with a hand, so do not try to break a market by introducing a structure that will not fit. Partnerships are not off the cards here as well, many big monopolies do this, they merely trade under different brand names but in essence all the working parts are the exact same thing, it is just the designs and interfaces that have changed. The customers are happy and high quality goods are under mass production, bring down prices so the same two seemingly competitors are flooding a market with high quality goods that their competitors just cannot match.

The fourth Pillar is population, cells. – The human capital and corporate culture they have -a human body can lose a substantial amount of cells (people) and continue to function effectively, we need to find out if this will hold true here as well. Is this organisation held together by, ethics and feelings of job security, loyalty and or financial gains for hard work, performance orientated…. If not what is the glue? What holds it together during hard and difficult times? Do a SWAT analysis, of the competitor. 

The fifth pillar is the defensive mechanism.  – That forms the protective ability of the organism to defend itself – its immune system.  The interconnectivity of the human element with the systems and the set of subsystems, what type of interfaces and communication systems, protocols and policy within each pillar is seen to be fundamentally strong or weak, viewed as parts of the system, a microcosm of the larger entity.  To relate this aspect of the human body model, how would a weak heart effect the system, how would an injury to the structure affect that organ, (if the chief designer were to resign) or the total loss of one part of the system, would it have a significant impact on the remaining parts. 

The Sixth Pillar is understanding their strategy and design. – By taking these two ideas of interconnectivity and its effects, and interlocking them – how well are they aligned with their strategy – perfect, or asymmetrical. We create a model, which provides planners and strategist with the ability to examine the adversary as a system within a strategy, because it (the model) “tells us what detailed questions to ask and it suggests a priority for the questions that should follow”.   It is believed that the commander is at the heart of the strategy centre; the next pillar includes the organic essentials, or logistics.  Lines of communications; the command and control structure, its interlocking networks that form the infrastructure or third pillar.  Support staffs form the fourth pillar and the influences form the fifth pillar, is an applicable tool for campaign design and operational planning focus. Having identified all their centres of gravity – is it designed to be technically superior and expensive, or simple and multiple.

The Seventh Pillars of tactical and strategic advantage.  Developing your own forms of attack and counter attack gives rise to the formation of “parallel attack.”  Parallel attack is the ability to strike at a vast array of  “targets” across a strategic front. By having a decentralised structure, your system can function in silos, should the main system come under attack, the rest will still function uninhibited. Thus when “attacking” a centralised controlled structure, it is very easy to predict how it will respond with tactics and strategy, even when it is routed, so its history holds its future because of the pillars that support it. However, when decentralised, you have many autonomous “smaller heads” and “ smaller pillars” that are strategically and tactically empowered to act compellingly different. How will you attack that? Hereby rendering them less susceptible to a single attack that will dislodge and defeat them. Thus attacking in parallel would cause significant damage and not enable the competition to rebuild his losses.  Serial attacks are the opposite of parallel attack in which only a small number of targets are struck and in doing so, enable the enemy to quickly repair any damage.  Instead of just focusing on only 1 or 2 targets, forces in parallel attack would disperse and simultaneously strike a wide array of targets, at the operational and strategic level.  When targets are diversified, the perception and paradigm, the abstracts are better attacked, that the physical. In striking these simultaneous with parallel blows, the competition loses hope and balance, striving to achieve the effect of “reducing the effectiveness of the overall system.” Just by changing perception. In this theory the centre of gravity is unpacked into the “Seven pillars of gravity”, or the seven joints of balance, it also supports the linkage of this concept to executing effects based operations. This model views centres of gravity, as composed of both vulnerabilities and strengths, always changing, depending on how they are designed and approached. The Seventh Pillar is all about understanding and finding external influences to counter internal influences beforehand. The seventh pillar is an internal look at what we have, opposed to what they have, and how to best utilise it against the opposition if it comes to that, both in attacking him, or defending us from him, or a counter attack. How to hide our own vulnerabilities and exploit that of the competitions, what can we learn, apply, and share if need be, it is all about developing models of expertise, running simulations, and scenarios, to know the enemy is to know oneself it is said. This knowledge is formulated as doctrines to counter competitor’s strategies and to be ready to attack them if they attack you. Battle is not the place where you want to face reality for the first time, and wish you had a few tanks as well. People who say, that no one will use tactics like this in business, it’s too farfetched, and absolutely ludicrous, are naive.    

Get my book now and read more; https://bookstrategic.wordpress.com/2011/03/07/about-the-book/

%d bloggers like this: