but you can eliminate your competition when you shift your paradigm to the Marine Corps warfighting model. Never forget that business 哺乳时被男孩拍照

Success In any combat or business situation, there is always one side that will exploit a competitive advantage better than the other. As I began working on my M.B.A. and really studying business, I began noticing more and more references and analogies that compared business to combat and war. It seems that business leaders, just like military officers are huge fans of the writings of Sun Tzu and Clausewitz. I found this interesting and started wondering how many modern business leaders actually have any combat or military experience. A March 8, 2010 article in Fortune Magazine stated that, "According to a forthcoming study called "Military CEOs" by a pair of economists at Harvard and MIT, in 1980 59% of chief executives of large, publicly traded U.S. companies had military experience. By 2006 the figure was 8%." Today, with more combat veterans entering the private industry workforce, I predict a massive rise in this statistic in the coming years and for success to be associated with those businesses led by former military leaders. I consider my fellow professional warriors of the world to be experts in creating and exploiting advantages for success on the battlefield. Regardless of whether that battlefield is overseas or in local, national or global markets, military professionals know what it takes to lead, make decisions and to win the fight. What is it that separates those with military experience from those without? After four long years at the United States Naval Academy in Annapolis, more than seven years as an Officer in the U.S. Marine Corps, and two combat deployments to Iraq, I feel qualified to answer this question. Certainly leadership skills are arguably higher than in their civilian peers, but I will suggest that when it comes to implementing business strategy that there is an even more important factor than just leadership. It is this attribute that allows so many former military personnel to excel in whatever they choose to pursue after taking off the uniform. That critical factor is the ability to rapidly make decisions, adapt and leverage a competitive advantage with little more than the commander’s strategic intent. There is a significant difference between strategy and tactics, but when it comes to executing tactics on the frontlines, I have received no better advice on the matter than a short statement from MCDP 1-3 Tactics on the matter. It says, "The successful execution of Marine Corps Tactics hinges on the thoughtful application of a number of tactical concepts so as to achieve success on the battlefield. Key among these concepts are achieving a decision, gaining advantage, being faster, adapting, cooperating, and exploiting success." Just for a moment, consider the implications on your business if you could do these things with the precise execution of the Marine Corps. Therefore, we should develop a strategy around our competitive advantage that will be leveraged when the tactics we use to implement that strategy are in line with the concepts described by this Marine Corps doctrine. So, it follows that our business operations should begin with rapid, advantage centric decision making, and conclude with the exploitation of success. The knowledge of the core competitive advantage of your business thus becomes paramount. Without a clear answer to the question; what is your competitive advantage? Your business will stagnate and struggle. This is such a critical concept because it is your competitive advantage that must provide the context for all your decision making processes within any given situation. Operating under any other context will not provide you with an outcome of success, let alone position you to exploit success. At its core, this is the fundamental paradigm shift that occurs with military professionals entering business. They fully understand how to assess a situation, rapidly orient their position and quickly decide on a course of action that will exploit a competitive advantage to generate successful accomplishment of the strategic objectives. Do you have a competitive advantage that is so clear, that you can quickly and easily communicate it to your frontline employees? Can your frontline workers or salespeople then achieve a decision that will exploit success with in the context of your competitive advantage? If not, they you are not operating from the same paradigm that your combat veteran competition is. And I will be the first to tell you that when you go head to head in competition with them, they will win and you will loose…every time. However, there is a solution. You can compete and you can not only win, but you can eliminate your competition when you shift your paradigm to the Marine Corps warfighting model. Never forget that business, like war – is a serious fight to survive. When you incorporate these tactical concepts into your overall strategic position strategy, you will be able to truly leverage your competitive advantage and exploit it in the battle to generate cash flow. When your business operates from this context you will make decisions faster, adapt quicker, and achieve success immediately. About the Author: 相关的主题文章: