Tag Archives: OODA

Business formation is changing the way we see Strategy, Management, and Leadership roles and function…

31 Jul

“It is all changing so fast” – just look at the way we communicate with all the tools and gadgets we have available. Laptops have just started becoming cost effective, and now they are already making way for “IPad’s”, “Smart phones”, and “tablets”.

The Information Age is here; also commonly known as the Computer Age or Digital Age, characterized by the ability of individuals to transfer information freely, and to have instant access to any type of information that would have been difficult or even impossible to find previously. It has become a fast paced, radical, and challenging world, where information is power, and the lack thereof, will cause your down fall some believe, just about everything out there is information driven, and it informs every aspect of life and living as we know it today, in one way or the other.

Information shapes the business landscape; so too our own managing styles and management philosophy, thereby business practice are adapting, with new entrants that are also becoming fashionable; the likes of BI, MIS and BA. What do we know about all these changes taking place, have we kept up? What do they hope to achieve and how do they work?

Today several new entrants are with us, they have come a long way in the making, and it is only now that they are finally coming to life, and extremely useful. With that said, they also come with some integration problems and challenges of their own, they are; Business Intelligence and Business Analysts as well as Management Information Systems Analysts still seen as new kids on the block – however we hear a lot of BI and BA talk, things are changing likewise with MIS also becoming a buzz word. Continue reading

Tools for Predators:

11 Apr

Simple, yet practical truths, golden rules, and ways of enforcing and instilling good behavior.

A) Don’t spoil people too much, to the point where you’re in fact robbing them of their worthiness. Their potential to appreciate what they have achieved in life through hard work. The things that they have achieved themselves gives them pride and joy. For anything worth having has a price tag, every person knows fully well, that we value those things most, that we had to sacrifice time, love, and energy for. We are also brought up to know what we are entitled to and what not. Only “things” that one had to work hard for, by having sacrificed are truly worth having, remember this always. It is within all human’s nature to “want” things they don’t really need. Human’s will always be testing each other’s good nature to see how many of these “things” that you have and that they “want”, you will sacrifice on their behalf because of your relationship with them. Learn to say No when you feel that you are being exploited and mean it. You will never be doing anyone a favour, by just giving away your hard earned things that they “want” without putting in any sacrifice themselves. Realise that anything given without work will become meaningless to them anyway, once they have filled themselves with it, they will hate you. The truth is that there are no short cuts in life. Food and clothes as well as medicine, can be given. Houses, cars and electricity should be earned. Life in itself is about making transactions and learning from it, followed by patience and perseverance, we need to teach the poor this aspect, so that they may come to power in principled living. They need to understand the required effort of each need and want, its price tag, and without currency, we will never be able to afford it. Effort becomes currency, without effort there will never be a win-win situation, only win-lose or lose-win, and lose-lose. This in itself is not conducive to growth and development of any people, or nation in any way. We only promote poverty, and dependency, by throwing things at the poor and needy that makes us feel better, without teaching them the gift of principles. You will be doing yourself and them a great disservice by indulging in the practice of free hand-outs. This practice could also be interpreted as discrimination. Because we take away their pride, and reduce them to nothing – just beggars and thieves. This is a universal principle, of nothing for nothing. “They say that No good deed goes unpunished”, this is where this saying comes from…

B) Never use force in any fashion or form as a means to get things done. It only teaches your subordinates that muscle is a means to get leverage over people. This then becomes a means, and eventually all that counts, and it is fast, takes little effort and patience. People who grow up within an environment with much coercion and persuasion via violent means, tend to become reckless, and they too learn how to use it, and will shift their focus towards ascertaining such perceived power, and more of it, as a means to get their things done. People in general tend to respond more willingly to being led and taught by someone that they consider being knowledgeable, and respect, than what they do to people using forms of coercion power.

C) On the other side of this coin, all humans instinctively crave for stability and safety in any environment that they find themselves in. Safety in terms of their jobs being secure and security in terms of being cared for and looked after. This aspect is only to be found where true order prevails and as a means of keeping order one needs to be firm. There needs to be rules and discipline, and it needs to be applied fairly at all times. We all inherently prefer firmness, it builds confidence, (not referring to arrogance or autocratic means) but rather an open honest straight to the point type of interrelationship based on truth, so that everyone knows where he or she stand.

D) Allow for mistakes to be made and don’t see them as problems either, but as opportunities for personal growth and leadership. Understand that the road to competence is long and dangerous. If you have never been lost until you have found your way again, then you will never know the value of knowing how to find direction, and you will never find your way without getting lost. Therefore, don’t make people feel that by making mistakes they are in actual fact committing sins. They, as you have, need to find their own way and what better way of building competence than emerging from incompetence victoriously. However, if we do not see the relevance of this aspect, we will be creating blind followers with no confidence in themselves, or their leaders, they will all feel that they are no good and start walking around with canes.

E) The next trait is consistence in terms of your perception, judgment and resulting actions. It is very hard to conform to this aspect of consistency, we are all-human and change things. If and where things change to fast, people get lost as well, or they feel out of place, and uncomfortable. Change, is forever influencing our conceptualised moral and ethical stance on matters arising. Nevertheless, be as consistent as possible by any measure, and where you have to move from one premise to the next, explain yourself accordingly. Perceived inconsistency confuses people terribly, they become very disillusioned because of this and they then resort to start looking for the cause. This is a sure-fire way to create division in the ranks and elicit a lot of emotional criticism.

F) Very important, don’t ever commit to making a promise based on any other promises made to you. Or on information passed on to you, that you have no means of verifying or controlling. Promises should only be made on things that are well within your sphere of control. Don’t make this fatal managerial mistake ever. A promise is a contract to deliver. If you don’t, then it reflects badly on you, no matter what the excuses may be, or who or what is responsible, people lose faith and trust if they don’t get what they were promised. Your word is your honour. In fact so much so that where promises are broken more than not, it totally degrade your trustworthiness and creates suspicion if you cannot deliver on promises made. You might even come across as being incompetent and run the risk of being branded a liar, or as being devious.

G) Never treat other people unlike the way you would like to be treated yourself, or expect to be treated in the first instance. Respect cost nothing. So too does good manners. The old saying of, do not do unto other as you would have done unto yourself. Don’t make people feel small and insignificant in your presence, if you are, then you are in fact making fire under your house, – lots of enemies with the people you live or work with. No one is your enemy until we make him or her our enemy. This type of behaviour will usually also spawn “Big Shot” behaviour, where everyone will become an expert unto themselves, to protect themselves from possible or even perceived future belittlement.

H) Don’t do things for people that they can do for themselves, you will become the pack mule and ultimately everyone will eventually feel comfortable with dumping their responsibilities in your lap, or should that read on your back? This will create inner unwanted conflict.

I) Do away with an “open door policy’ when it comes to bitching and moaning, it is one of the key ingredients to starting up office gossiping and creating division and suspicion. In line with this, never allow bad habits to attract attention, and then it takes months to sort out. The hot stove approach must be followed where bad, or incorrect behaviour is reported, rectify any bad habit immediately. Gossiping and email abuse especially, and any other form of instigation. Rather implement a formal grievance procedure policy where every “accused” is rightfully afforded the opportunity to defend him or herself, by first having reduced every accusation to paper before it is entertained.

J) Endeavour, never to correct people in front of colleges, they might take it personally; they will take much more notice of your concerns in private. However – there are certain instance where it is called for…

K) In the heat of conflict, try to determine what the question is that requires a resolution. By trying to reason with anyone in the heat of battle is futile, for some reason people in general create a mental block. Their hearing tends to be less than what it should be and so to their co-operation and response. It’s all right to take any remedial action required to solve the question, but let’s not talk about it until later.

L) We generally tackle “wrong behaviour” by asking the person concerned to explain his or her behaviour, like with our children. With adults, this approach backfires; it stands to reason that if he or she knew it was wrong they would not have resorted to such behaviour in the first place, or would they? If adults start behaving like children then it is because we treat them as such. Rather move your focus from trying to understand the motive or frustration behind the irrational behaviour towards trying to understand the frustration that caused such behaviour. In this way, you will effectively find the answer and solve the behaviour problem amicably as well.

M) Universally all people are endowed with the seeds of righteousness, moreover don’t always resort to preaching as a means of trying to correct behaviour, you will be surprised to learn that everyone knows the difference between right and wrong. Rather apply discipline, by pointing out clearly the consequences of crossing the line and the inevitable results that will follow if the behaviour does not change.

N) They say that honesty is a virtue, but don’t over tax honesty too much, strangely enough it has the opposite effect, people are easily frightened into telling lies. They do this in an effort to try to protect or defend their image. Image is an emotional matter and so is lying, so it’s okay to lie if it will keep the image intact.

O) People tend to become deaf towards others that nag, so stop nagging and begging. Realise that you have a responsibility to fulfil, firstly towards your employer and then yourself, to be fair but also firm is very expectable and even required, this requires some form of nose to nose interaction at times, you will be amazed to see how junior supervisors are able to do this.

P) The only way to protect your organisation from disastrous consequences is to get your staff to learn from experience before they become leaders. This in itself is a required life cycle in the scheme of becoming an effective leader. The more you tighten the noose the more you suffocate the enterprising spirit of man; therefore you will have to do the complete opposite and let go. In the initial stages this will require a lot of 360° thinking and explaining, by letting go you will have to be very specific about what you want and by explaining the consequences, responsibility and accountability as well as the desired objectives clearly, before you attempt to let go. The more you do, the better the habit starts forming, until it becomes a ritual or trait.

Q) The breakfast of champions is good continuous feedback. Without feedback, we have no measure of our progress or success. Once again you cannot manage that, which you cannot measure. The measure of quality positive feedback will and should become your benchmark of achievement and the openness of the relationship, all other systems and measures to gauge performance by should become subordinate to this.

R) Never forget the fundamental concept of actions specifically aimed at achieving greater understanding, to stimulate our reasoning, and converse our enthusiasm into encouragement and better responses. This in itself requires a lot more listening and less over-analysing. Moving away from biasness and a lot of talking, a total seamless ability to exercise self-control.

S) Learning is conceptualised through experimentation and analysing of things as they exist naturally and the reasoning for their existence, therefore questioning the reasoning of anything’s existence to ascertain logic and insight should be encouraged as it is a very natural process of thinking. We ask questions to ascertain truth.

T) The question of spending quality time. Quality time spent weighs far heavier in the corporate environment, especially on maintaining and forming of crucial individual relationships, by spending too little quality we create distance. The principle of out of sight out of mind, out of touch, creates a sense of out of reach. We should spend time with individuals within our organisation and outside and we should make those interactions count. Quality time is always measured in the fact; in how we spend our time that counts and not the amount of time we spend in doing so that really amounts to something worthy of mentioning.

U) Do not concentrate on rewarding small achievements, people may learn to enjoy poor or average performance because of it, be wary your focal point for benchmarking performance and rewarding it accordingly. Our ability to motivate and grow will be determined by our ability to recognise and appreciate the true ability to perform consistently and effectively. We should not award burst of achievement rather shift our focus on extraordinary continued performance and reward that.

V) People who ask honest questions should be endured, if you don’t they might resort to seek their required answers elsewhere.

W) As a leader and or manager do not ever think that it is beneath your dignity to apologise, any honest apology makes for an immediate substantial deposit of trust into that persons personal bank account. Furthermore, acknowledge that you do not know everything and that every interaction, is still considered to be a learning experience by yourself daily. Be more human, be open to criticism and respond with optimism. Leaders need to be seen to be human to be effective, even icons make mistakes. That way you will not be judged on a pedestal and be criticised in an unforgiving manner. This releases undue pressure.

X) Don’t let people’s fears arouse their anxiety, or yours and then they will become more anxious and bewildered, show courage and wisdom in such instances. This will instil trust and camaraderie.

Y) Treat you colleagues the way you treat your family and friends, with kindness, compassion, truth, trust and empathy and they will become your closest allies.

Z) Remember we all learn more from role models and stewardships than what we do from critics and books.

Credit to Johan Campbell

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

The Fundamental Principles of Revolutionary Business Strategy

28 Mar

Predator Strategy; Part 1(revised)


It’s all about THINKING…

Firstly, Predators lead and direct people by evoking thinking. They are not mindless, they are critical and informed people, and it is this kind of thinking that is influenced, informed, and guided by Principles.

Principles are generally understood as being concepts that open themselves up to the interpreter’s attribution; in other words; whoever uses principles applies his mind as to what these attributes should be. Which attributes will inform the user’s perspective that will make up a desired concept that will realize these principles and give them their intended meaning.

Perception; is also a bias, something that counters the effect of thinking. We need to be guard against it. A perception requires four (4) attributes minimum before it gets meaning; the concept Wasp; for instance requires 4 attributes to make it a concept;

  1. Wings
  2. Black and yellow striped body
  3. Six legs
  4. Sting

However, this could very well also have been a description of a bee?

Strategic principles should not be designed or used where it could imply more than one thing, it needs to be spot on; however, when in doubt use acronyms like; QQQI = Question, Quantify, Qualify and then you will Identify also needs to be taught alongside of principles to enhance their usefulness and effect;

These mental actions we experience will then evoke as a result clarity, we seek clarity to get meaning, and understanding.  NLP  or – Nero linguistic programming could be used to teach people principles, or just by institutionalizing them, (getting them into circulation by using them) until they become a term generally used – I.E a principle called “quick wins” for instance. Implies that we need to win things and quickly.

Well at least that’s on the surface of it. The deeper meaning to those that use it implies that we should focus NARROW; remove all the distractions, unite all our effort and pool our resources jointly, to perform one specific task as a collective, and then we can get back to our own work and projects. This is how they then rally their people, during crisis. If someone shouts we need a “quick win” here! Then everyone drops what they are doing and focus on the crisis at hand. The GROUP understands that “quick wins” are mission critical to the overall process, vision, and mission, or essential towards having the streamlining of processes…They understand that one great effort could turn the tide in no time at all, where several smaller actions would have else wise failed a the same task. They realize THAT UNITY BUILDS STRENGTH.

When these principles start developing, then they get a character of their own as they get formed, duplicated, used, and institutionalized.  They become meaningful; they add value, and when generally used, with acronyms, they start implying the same thing to many – that will be generally understood by all in the group when used consistently.

The name of the game is Concept thinking; that should translates back into Critical thinking, which then becomes principle thinking, this is the predator thinking cycle;

Most People think with patterns; that rely on CONCEPTs to create and validate these patterns, in order to make sense of them; then they look deeper at ATTRIBUTES, to inform them of a detailed mental image of a perceived reality…

Concepts if validated, should question our own assumptions, so that we may align or distance our selves; they interrogate our prioritization, and judgment. They inform and form patters that others can follow, build on, and subtract from. To become predators in their own right.

Predators are:

Economic; they don’t waist anything; strive at all cost to eliminate waist.

Vigilant; totally aware of their surroundings

Communicative; they keep in contact, and communicate with battle language.

Cooperative; they work together as family units

Maneuverable and agile; They know the art of maneuverability

Faithfull; They understand the value, of values and discipline, and believe in security

Refined; they believe in simplifying skills through refinement.

Some strategists assert that adhering to these fundamental principles always guarantees victory, while others claim business is also War, just on another front, and therefore it is also just too unpredictable, to be prescribed to with a precise certainty.  Leaders must be flexible in formulating a strategy. Strategy today should be seen as layers of strategy and tactics, and not just one seamless plan from start to finish, rather a MATRIX of strategic relevance connecting.  Forming the strategic time spiral continuum requires principles. Those Principles deliver strategy; they assist us in joining yesterday wisdom with today’s knowledge. Strategy starts with that first step, today, and no longer just medium and long term, where we will only see the results five years from now. These are principles of planning. Time honored and tested, they too, need to change.

Only when we start narrowing our vision down to concepts, that relate back to principles, to become our “envision”. Only then we will see results in step, as it unfolds, daily, and realize that we need to keep focusing on our core business with strategy first, before will succeed medium and long term. For if our principles and concepts and acronyms; our constitution is strong; then the core is strong, then the “flesh and skin” will have a proper framework to function on. These principles we follow and develop today will determine if we will be here tomorrow to teach them…

The Fundamental Principles of Business Predator Strategy;

Part 2

It’s an Attitude

It’s a way of life…

Only once we realize that Strategy as a science does not function in a silo anymore, that it is connected to everything in business, life that has become an attitude, a way of life. That, it influences how we will be living, today, tomorrow, and even ten years from now…living with or without our principles. Then One aspect starts to surface that guides this notion, and connection; we call it living, thinking, and working with principles.

Principle guided people act in unity; like a swarm of angry wasps on the war path; these underlying principles of strategy unify effort, in simplistic terms, by just following a principle, it informs us, and guides our thoughts and actions, in a unified manner. As a result of following principles, we then see philosophies and doctrines emerge; because of following structured thought, we have survived relatively unscathed through the ages because of this aspect. Some attribute it to religions, some customs, so too the terminology; referring to these principles of following principles, have changed in interpretation, as they have become entrenched in societies fibers.

“Sound” Principles followed, creates a grater awareness of the importance of concepts that were created during actual War, that have become a method of warfare. Derived from studying predators in their natural environment, and then also applying some of these actions and laws of nature itself…and observing and studying how predators act and react, have greatly aided our own advances. From this we have been able to derive some strategic principles for ourselves like;

  1. Reaching the Objective; sometimes at all costs; even death for some was not unconceivable as a fait, yet they still went and died for the cause, if it is deemed important and worthwhile, if the clan stands to benefit greatly…, then people will even give up their lives for what they believe in, because of a belief in principles.
  2. Going on the Offense with all they have…one fist strikes a much harder blow, than what many fingers will.
  3. Cementing unity, and co-operation by following one doctrine; self sacrifice
  4. The biggest Concentration of power always overpowers, when (Central Mass) is directed at the main objective – when focused narrowly – we have better and faster results.
  5. Economy of force; when we only use as much as what is necessary,  and nothing more, we eliminate waste at all cost
  6. Maneuvering is a way of attacking; or escaping and evading the opponents; it serves multiple roles, but requires only one skill…
  7. Surprise is paramount to success; shock and awe; if you decide to act, act swiftly and decisively like thunder and lightning;
  8. Security; hide your strengths and weakness, so that others may show their hand first then plan and act…
  9. Strive for Simplicity in all things;

How do we even begin to translate all these aspects of following principles into our fast moving global technology driven and booming chaotic environment?

First we need to see where cause and effect starts playing a role, in relation to all we do and expect. We need to start seeing the bigger picture, even global, of how we impact, and leave footprints. For instance, when the larger amount of industries and business in most under developed and developing countries are still having out of date systems, technologies, and infrastructure. How will the technology gap ever be closed, ever, we will just become more and more segmented business societies, functioning along our own terms, and principles.

With effect immediately things are changing fast, you have been given notice.  We will have divergent markets emerging, and much more polarising because of this aspect; dissimilar strategies cause chaos; it’s a fact, no amount of green activists, policy and government intervention will close these gaps, through which all our problems are running, especially when they get mixed up in one habitat, and have to compete for survival, not even market share anymore. The rules and the face of the game are changing.  So too the principles of supply and demand, as well as cause and effect, just too much to pin down. With currencies fluctuating, countries struggling in their own overdrawn debt, some will perish some will grow. Producers will become buyers, and buyers will become producers. This world, with all its divergent economies, and technologies; will cause turmoil, and it has, but there is much more to come. Just judging by the global mood and weather lately we are in the run up to some major events in history.

The question is whose technology will survive, and which markets will become sustainable.

  • We need to empower, and recognized the increasing need to delegate control to subordinates and to issue directives rather than specific orders. As a strategist our principles and belief in the need for flexibility and constant renewal and change need to be developed, we need to realize that fluidity and control impact, the one on the other, too little control and the things runs away, too much and it freezes up. Balance is always required. It has become essential, and we have to realize that strategy and planning is never done, that no plan, no matter how comprehensive, or however well prepared, can be a sole guaranteed to success, way beyond the first year of its existence, it will become a “mindless: document.
  • Demonstrating the flaws of a mindless “strategy, where we set the plan and never alter or tune it as it progresses, it needs to stay current. Strategy is never done, until it’s done right, and completed. It becomes mindless, or useless beyond a certain point, if not tuned constantly. Quick changes need to be monitored, and anticipated; with Technological changes as one such aspect, that have had both an enormous effect on strategy, and still it has very little effect on leadership, a total contradictions in the logic of strategy – a conundrum. One would have hoped that technology would have bettered us as managers, well the truth is, very few have benefitted. In the whole it has not.
  • Energy is yet another aspect, it is fast becoming a global question mark, if all markets become only technology driven and operated, and requires advanced energy resources, and will we have enough? Only those with the right amount of technology and infrastructure will survive, the effects of technology itself, the rest will be at their mercy.

Strategic Predators know and understand these aspects mention above all too well, and furthermore that not even vigilance is a total failsafe for tragedy looming either. What they have learnt is this; that they need to stay on top of things daily; have a finger on the pulse, and feel the heart of the organisation beating. As well as keep track of external influence, and developments both locally and globally, they need to keep studying and observing this new “animal” in its natural environment, and start forming new principles that will inform and direct them, as to what the next best course of action will be to counter or advance.  We learned valuable lessons in the past in this fashion, we got to know our strengths and weaknesses well, and these lessons need to be learnt fast; and be taught even faster. Even after the global recession, we are still not mitigating enough should we have same situation reoccurring soon, in the next few years, what do we have in place, if anything? Again it’s all about changing paradigms, and principles that will influence concepts and attributes.  Until we start realising that all things are truly related, and changing, we will suffer.

You cannot hunt and kill all day – and just want to make money/ business and do nothing else. When in fact nature has a law against that;  it states that “you may only hunt what you can eat”. Then we are in contravention with Nature, and its laws; All aspects of life and living today gets impacted on globally, locally, naturally, spiritually, emotionally, in all our dimensions of existence, and the list goes on…do we have the right principles to cope with all these aspects? And most importantly, are we following them…?

Sound principles have always been referred to as the tried and tested variety, the here all and end all, is this still what we need? When what we see is less; everything seems to be disintegrating. That these principles of work hard work all day and be productive has only caused us stress, and international chaos. We seem to forget, that by nature man is in fact a predator; a lazy thing…we were designed to hunt, eat, sleep, and multiply. Now we only hunt, and eat…all the wrong diets, sleep very seldom and not nearly enough, and multiply our debt… so that we can have some more things to worry about.

Not to speak of society’s ills; we have more Wars now than ever before, more political unrest and social decay, as well as ethnic unrest, not to mention the very noticeable effects of global warming, and resulting nuclear threats. Acid rain, sulphuric mine ground water…polluting our drinking water, the world is changing so fast, that the speed of change has become blinding.

We have lost grip with the totality of our total reality – the reason for our existence is eluding us it seems. We are still focused broadly, only on things of material nature seem to matter now, and to us only, they too will become futile endeavours in just two, too five years from now. Neither have, or will we be vigilant as thinkers, politicians and strategist, not to mention leaders, if we don’t audit our principles for business, health, life, living…in general a total audit is required.

Are we soon to become extinct due to our overzealous expansive strategic predator behaviour, and ideologies?

Nothing is sacred anymore, just the pursuit of wealth creation…and war and ill discipline have become a norm.

What good will it do when we cannot follow natural laws any more, as nothing natural will exist if we carry on like predators, gone all out of control ?

We have to act accountable with our strategies, so too all business people today, or we won’t need to plan much for any tomorrows anymore, because soon there will be none. We need “quick wins” in each strategy, built in to restore the balance we have disturbed; and will be disrupting; we need to take ownership and stop looking at governments to turn the tide…

We need more people driving counter acting strategies; acting like counter weights, for what we break, and take, as a race, we must repair and replace.

We need to follow this principle to give us a sense of security in our future, we need to get back to basics, simplify, we need help, a natural order and balance restored, lots of foresight and guidance and most importantly sober international leadership… Because, all predators know how to do well is KILL. We need to teach the old dog some new tricks…

It’s acting true to its nature! Therefore so to man; we need some quick wins for our planet!!! Be a winner and start some “quick wins” not just for the business strategy but for the planet.

The new age of strategic revolution requires vigilant, radical and revolutionary predators, to emerge and stop the out of control ones from destroying our lively hood, for only predators can and have the ability to hunt and stop other predators from hunting excessively. The balance between supply and demand in the natural sense needs to be repaired.

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

Tools for Predators:

20 Mar

There was a question by Constantinus Fery http://twitter.com/#!/Constantinue what is the most appropriate tools to conquers the market for predator? 😀


Why the Predator within us?

The “Predator” within us, has to be awakened, as he has the true spirit of choice and action. Unlike sheep following the flock, sheep are soft, vulnerable, susceptible and gullible. They live and work in a world of denial and perception. Predators are individuals, seeking truth, they realise the importance of moral, spiritual and ethical living. The think and live outside the realm of “normality”. By enhancing our Predatory instincts, they can serve us well still, in our modern day roles, as specialist tacticians, leaders, managers and master strategist; we inherited this skill from our ancestors. We were ultimately engineered to adapt and exploit our habitat to our advantage. We were born to hunt, to dominate, to ascertain knowledge, to lead and affect change and to survive any complexity that change presents, even at varying degrees, throughout our life cycle. In strategic terms, a chosen learned mental enhanced state of existence. The predatory instincts within us, drives us still today, to prey, the only changed aspect is a higher sense of prey, knowledge. To ultimately satisfy our modern day “predatorial” need for order and balance in the pack status of society. The only thing that has to change is our mental sight or insight. The pursuit is more moral and ethical standards – paradigms- of living, for everyone, especially our children. The Predator drive and frame of mind radiates vigilance. This field of predatory expertise is called Epistemology today and it is better explained as: the study of knowledge and its acquisition. All human’s to a greater or lesser extent has perused this through the ages, the hunt and pursuit of knowledge, the growth of wisdom and understanding, the wanting to know. The earnest desire, to live a life of purpose and balance in all its facets is a spiritual one. We all want to survive and succeed, no matter how great the odds and still remain faithful to our virtues.


OODA; Observation, Orientation, Decision, Act…

Tools for Predators (Part 2):

Primitive “Predatorial” traits are what we experience during the fight, flight, and surrender response with engagements of will, with others more aggressive than us. Strategy is aggressive; it’s invasive, intrusive, in your face. Or just plainly when we become the aggressor, when we want things done our way. The first aspect that surfaces in this behaviour is where we see that people seek justification. They want to justify why they are aggressive, assertive, and pushy. We want to be able to justify to ourselves and others the reason and cause of our aggressive behaviour; this includes behaviour and acts; such as domination, manipulation, belittling, character assassination, bargaining, threatening, persuasion, and whatever the situation is that pushed our buttons to act.

This is the behaviour that equates to predator behaviour; what’s more is this, when we study predators we see very little aggression…to the point where they kill each other. It’s all about domination; having a rank, and position in the tribe, and demanding and exercising that right.

The tool predators use most to get what they want is simple, yet highly effective and both efficient.

The first tool is the; OODA loop; the OODA loop is an acronym used by fighter pilots to spot other fighters during dog fights, close quarter combat, with other planes.

Tool one; OODA; implies; Observation, Orientation, Decision, Act

We firstly need to observe; this implies having to scan, to investigate, and to perform some research of the environment. The aim is to gather essential information. That can be processed. Once we get a picture of the environment, then me can Orientate.

Orientation; implies finding reverences – things we can relate to, a point of reverence, a starting point, direction, bearing, meaning, concepts, getting a sense of being, height, temperature, up down etc… it’s all “situationally appropriate”.

Decision; here we need to make decisions; as to have we got enough information yet, do we need to observe some more, and orientate some more before we make decisions.

Act; is the last step, once we have acted we restart the loop, w can skip steps, and move back and forth… its open emended.

The tools predators use need to be aligned, the same, and need to work…
This is law…Natural Law…we just don’t seem to get the basics of strategy right; We want to over complicate things, because our strategic knowledge has been a cut and paste exercise, we take what we like and mix it up. No two strategies today in the business world will work with the same strategic pattern. Each to his own. In War this will equate, to infantry, artillery, and navy commanders all put together to command the NASA space program. Rather simplify. Lead with achromous, patterns people can study and refine, and with time perfect. Then mange them with wisdom, experience and with flair…

Unity of effort is a principle of War. If we do not act, think, and plan along the same lines, we will become segmented…predators seldom hunt alone.

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

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