Operations Strategy Quotes

The receiving radio operator immediately said, “Please tell Sunray Delta Six that Sunray Six is being located and informed immediately. Expect his answer very soon!” A short time later, Harry Smith was summoned to the HQ Delta Company radio. He went to it and was told, “Sir, Lieutenant Colonel Townsend is waiting to speak to you.

It takes our breath away when we see how many cards some people have got up their sleeves. Using deceptive or manipulative tactics, they are out to gain our confidence or take advantage of our inattention. “Chicanery” operates in the dark net but is often also undisguised. Its maneuver ground is so impenetrable and the strategy so unpredictable that it has, undoubtedly, become an arresting buzzword in our world. (“The infinite Wisdom of Meditation“)

Market research is the process by which a business gathers and studies information related to the product or service it is providing or the market it is operating in.

The Mind—Satan’s Battlefield Let me bring you into the enemy’s kingdom and the strategy of the devil in a deeper way. The first thing the enemy attacks is your mind. The enemy knows that the battle is in the mind, and he knows if he can capture the territory of your mind, your thoughts, and the way you operate, he’s got you in a stranglehold. The next move he makes will be to attack your soul. This includes your mind, will, and emotions. Once he’s got a person’s soul, he will paralyze that person and bring them down to nothing.

Biological neurons operate at a peak speed of about 200 Hz, a full seven orders of magnitude slower than a modern microprocessor (~ 2 GHz).

Always mystify, mislead, and surprise the enemy, if possible; and when you strike and overcome him, never let up in the pursuit so long as your men have strength to follow; for an army routed, if hotly pursued, becomes panic-stricken, and can then be destroyed by half their number. The other rule is, never fight against heavy odds, if by any possible maneuvering you can hurl your own force on only a part, and that the weakest part, of your enemy and crush it. Such tactics will win every time, and a small army may thus destroy a large one in detail, and repeated victory will make it invincible.

When we apply the principles of permaculture to business operations - we end up with more profitable businesses, more resilient businesses, and businesses that holistically add value to all stakeholders.

On the feed the humans settled some details of what I was designating as Operation Not Actually A Completely Terrible Plan.

I hope this book will end the practice of referring to Donald’s “strategies” or “agendas,” as if he operates according to any organizing principles. He doesn’t. Donald’s ego has been and is a fragile and inadequate barrier between him and the real world, which, thanks to his father’s money and power, he never had to negotiate by himself. Donald has always needed to perpetuate the fiction my grandfather started that he is strong, smart, and otherwise extraordinary, because facing the truth—that he is none of those things—is too terrifying for him to contemplate.

I hope this book will end the practice of referring to Donald’s “strategies” or “agendas,” as if he operates according to any organizing principles. He doesn’t.

An emulation operating at a speed of ten thousand times that of a biological brain would be able to read a book in a few seconds and write a PhD thesis in an afternoon.

Strategic warriors operate much differently. They think ahead toward their long-term goals, decide which fights to avoid and which are inevitable, know how to control and channel their emotions. When forced to fight, they do so with indirection and subtle maneuver, making their manipulations hard to trace. In this way they can maintain the peaceful exterior so cherished in these political times.

The key to creating or transforming community, then, is to see the power in the small but important elements of being with others. The shift we seek needs to be embodied in each invitation we make, each relationship we encounter, and each meeting we attend. For at the most operational and practical level, after all the thinking about policy, strategy, mission, and milestones, it gets down to this: How are we going to be when we gather together?

It might not be immediately obvious to some readers why the ability to perform 10^85 computational operations is a big deal. So it's useful to put it in context. [I]t may take about 10^31-10^44 operations to simulate all neuronal operations that have occurred in the history of life on Earth. Alternatively, let us suppose that the computers are used to run human whole brain emulations that live rich and happy lives while interacting with one another in virtual environments. A typical estimate of the computational requirements for running one emulation is 10^18 operations per second. To run an emulation for 100 subjective years would then require some 10^27 operations. This would be mean that at least 10^58 human lives could be created in emulation even with quite conservative assumptions about the efficiency of computronium. In other words, assuming that the observable universe is void of extraterrestrial civilizations, then what hangs in the balance is at least 10,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000 human lives. If we represent all the happiness experienced during one entire such life with a single teardrop of joy, then the happiness of these souls could fill and refill the Earth's oceans every second, and keep doing so for a hundred billion billion millennia. It is really important that we make sure these truly are tears of joy.

Force is never more operative than when it is known to exist but is not brandished.

Hope is not a strategy.” But

When he’d joined the Service he’d been in Psych Eval, which had involved evaluating operational strategies for psychological impact – on targets as well as agents – but had also meant carrying out individual assessments; who was stressed, who’d benefit from a change of routine, and who was a psychopath. Every organisation had a few, usually at management level, and it was handy to know who they were in case there was an emergency, or an office party.

Above all, one could hold onto everything: the suffering to the quick and its whims, the sticky shadows, somber viscosity of the veil drawn taut around cities, everything could be borne, since legal outings of a few hours might take place, I told myself. Of course, I thought, no point pretending one wasn't dead. But on the other hand, rather than yield to the maneuvers of the conservation instinct, strategies that make us flee the pain within by hiding from ourselves within ourselves from whom we flee, its poppies, its hypnotic operations that the powerful currents of day-to-day life reinforce with a thousand vulgar, pressing duties which turn us from our hearts. do everything, I thought, on the contrary, whatever you can to resist the ingenious temptations of compromises, cling to the suffering, stir up the dread, for the monsters are also the benevolent guardians of the survivor's presence within me

intermixed with an exceedingly high level of competence on the tactical and operational side was a complete inability to see a relationship between means and ends on the level of grand strategy.

Fear and hope remain the same; therefore the study of the psychology of speculators is as valuable as it ever was. Weapons change, but strategy remains strategy, on the New York Stock Exchange as on the battlefield. I think the clearest summing up of the whole thing was expressed by Thomas F. Woodlock when he declared: "The principles of successful stock speculation are based on the supposition that people will continue in the future to make the mistakes that they have made in the past.

Great organizations understand the difference between their core values and purpose (which almost never change), and operating strategies and cultural practices (which endlessly adapt to a changing world).

For folks who have that casual-dude energy coursing through their bloodstream, that's great. But gays should not grow up alienated just for us to alienate each other. It's too predictable, like any other cycle of abuse. Plus, the conformist, competitive notion that by "toning down" we are "growing up" ultimately blunts the radical edge of what it is to be queer; it truncates our colorful journey of identity. Said another way, it's like living in West Hollywood and working a gay job by day and working it in the gay nightlife, wearing delicate shiny shirts picked from up the gay dry cleaners, yet coquettishly left unbuttoned to reveal the pec implants purchased from a gay surgeon and shown off by prancing around the gay-owned-and-operated theater hopped up on gay health clinic steroids and wheat grass purchased from the friendly gay boy who's new to the city, and impressed by the monstrous SUV purchased from a gay car dealership with its rainbow-striped bumper sticker that says "Celebrate Diversity." Then logging on to the local Gay.com listings and describing yourself as "straight-acting." Let me make myself clear. This is not a campaign for everyone to be like me. That'd be a total yawn. Instead, this narrative is about praise for the prancy boys. Granted, there's undecided gender-fucks, dagger dykes, faux-mos, po-mos, FTMs, fisting-top daddies, and lezzie looners who also need props for broadening the sexual spectrum, but they're telling their own stories. The Cliff's Notes of me and mine are this: the only moments I feel alive are when I'm just being myself - not some stiff-necked temp masquerading as normal in the workplace, not some insecure gay boy aspiring to be an overpumped circuit queen, not some comic book version of swank WeHo living. If that's considered a political act in the homogenized world of twenty-first century homosexuals, then so be it. — excerpt of "Praise For The Prancy Boys," by Clint Catalyst appears in first edition (ISBN # 1-932360-56-5)

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.

I believe in Chipotle. They have great tasting and nutritious food. And they're also a great case study for business efficiency and business resiliency. The company has no long term debt, a loyal customer base, it owns and operates all of it's stores, it has a clear business model and a clear growth path. They've got good company culture and they live by a set of values that earn the respect of their customers. In so many ways Chipotle is superior to it's peers in the restaurant industry.

Companies should embrace data-driven decision-making because it enables them to make informed decisions based on concrete evidence rather than speculation, leading to more efficient operations, better strategies, and improved competitiveness in today's data-rich business environment.

With many high-earning, public women espousing operating as individuals, "feminism" was reduced to a self-empowerment strategy. A way to get things. A way to get more of the things you thought you deserved. A way to consume. But it also performed something far more sinister: "feminism" became automatically imbued with agency and autonomy, starting popular feminist discourse with a lack of class literacy. Centering popular feminism there meant that the women and other marginalized genders who didn't have the necessary means to secure independence or power—in broader culture, in their families, in their communities, in their workplaces—were not a part of this conversation about becoming an optimized agent of self.

Companies should understand their cost structure to make informed decisions, optimize operations, and enhance profitability. This knowledge enables them to identify areas for cost reduction, pricing strategies, and resource allocation, ultimately contributing to financial sustainability and competitiveness.

I really have nothing against rationality, or even doing what you think is best, or doing what is more likely to satisfy your desires. I have tried these strategies at various times, occasionally with good results. But I think the ideal of the rational agent is the source of lots of needless unhappiness. It's not the way many of us operate; it's certainly not the way I operate. And operating the way we do usually works just fine, and really isn't a reason to hang our heads in shame and despair.

Strategy is about fighting the right battles, the important ones you are likely to win. Operations are about winning them.

Dreaming of being on Moon cannot get you there. It requires a focused & intelligent effort to achieve what you Dream.

An organization has integrity—is healthy—when it is whole, consistent, and complete, that is, when its management, operations, strategy, and culture fit together and make sense.

senior administrators within the CIA participated in plausible denial and other disinformation and cover-up strategies concerning CIA operations run on U.S. soil. Like

The thalamus is like the old-school switchboard operators who direct a stream of incoming and outgoing calls to the right place.

Managers must clearly distinguish operational effectiveness from strategy.

By using repetition, images, and other strategies - all of which communicate truths in ways that are not cognitively or propositional - marketing forms us into the kind of persons who want to buy beer to have meaningful relationships, or to buy a car to be respected, or buy the latest thing to come along simply to satisfy the desire that has been formed and implanted in us. It is important to appreciate that these disciplinary mechanisms transmit values and truth claims, but not via propositions or cognitive means; rather, the values are transmitted more covertly...This covertness of the operation is also what makes it so powerful: the truths are inscribed in us through the powerful instruments of imagination and ritual.

A good systems thinker, particularly in an organizational setting, is someone who can see four levels operating simultaneously: events, patterns of behavior, systems, and mental models.

No example of the brain’s capacity for self-reinvention is better demonstrated than in how it responds to having its left or right half removed in an operation called a hemispherectomy.

An active manager must overcome the drag of about 3.25 percent in annual operating costs. If the fund manager is only to match the market’s historical 9 percent return, he or she must return 12.25 percent before all those costs. In other words, to do merely as well as the market, an active fund manager must be able to outperform the market return by over one-third or 34.1 percent!5

In carrying out a peacekeeping mission where the grand strategy is to maintain peace and order by persuading armed parties or other hostile elements to back away from aggressive activities, military strength is not a definite measure of success; neither could material contribution alone guarantees the "winning of the hearts and minds" of the people. What appears to be important is the day-to-day conduct of the peacekeepers on the ground; those who uphold the principles of neutrality and impartiality, as well as those who are able to carry all aspects of its operational duties exceptionally.

In modern global civilization, war is basically a symbolic war that requires a flexible mind, deep intuition, and strategic thinking. Having lost a symbolic war, no one can gain an advantage in active military operations.

Many companies like to describe themselves as winning through operational effectiveness or customer intimacy. These sound like good ideas, but if they don’t translate into a genuinely lower cost structure or higher prices from customers, they aren’t really strategies worth having.

In school we learn that one of the best survival strategies is being part of a clique . With our friends, we create a little, tiny world with codes for conduct, morality, dress, communication, ethnicity and sexuality. We then learn to judge everyone else who is not part of our little world by the standards that are acceptable to us. This is called "divide and conquer," and happens to be exactly how male, white patriarchal society operates. When you choose not to see how you, yourself, perpetuate this social model, your world assuredly becomes-or remains-small, "safe," persnickety, judgmental and uninspiring.

They're [no longer] one election-and a pen-away from achieving an unimaginable goal in a country which sees itself as a beacon of democracy: a veto-proof supermajority operating without majority support ... Now this has become the strategy for governing from the minority: If you can't beat 'em, ratfuck 'em.

For the same reason there is nowhere to begin to trace the sheaf or the graphics of differance. For what is put into question is precisely the quest for a rightful beginning, an absolute point of departure, a principal responsibility. The problematic of writing is opened by putting into question the value of the arkhe. What I will propose here will not be elaborated simply as a philosophical discourse, operating according to principles, postulates, axioms, or definitions, and proceeding along the discursive lines of a linear order of reasons. In the delineation of differance everything is strategic and adventurous. Strategic because no transcendent truth present outside the field of writing can govern theologically the totality of the field. Adventurous because this strategy is a not simple strategy in the sense that strategy orients tactics according to a final goal, a telos or theme of domination, a mastery and ultimate reappropriation of the development of the field. Finally, a strategy without finality, what might be called blind tactics, or empirical wandering if the value of empiricism did not itself acquire its entire meaning in opposition to philosophical responsibility. If there is a certain wandering in the tracing of differance, it no more follows the lines of philosophical-logical discourse than that of its symmetrical and integral inverse, empirical-logical discourse. The concept of play keeps itself beyond this opposition, announcing, on the eve of philosophy and beyond it, the unity of chance and necessity in calculations without end.

Abusive and controlling men tend to have an endless collection of strategies to avoid having to look at their behavior and change it. They are highly attached to an unequal, privileged position in their relationships with women, and as a result are simply not willing to operate respectfully, since that would mean operating as equals.

Who really is your best competitor? More importantly, what are they doing strategically and operationally that is better than you? Where and how do they outperform you? What could you learn from them and do differently?” Looking at the best competitor, no matter which company it might be, provides helpful insights into the multiple ways to win.

On days when I am operating, in fact, I eat nothing until late afternoon. I don’t even have a cup of coffee, because once I enter the OR, there is no skipping out to the bathroom. I am routinely in there working for eight hours straight without a break. It may sound surprising that I’m not dragging from lack of food, but quite the opposite: I find it keeps me more alert.

The fact that there was something strange going on with Bernie Madoff’s ’s operation was not a secret on Wall Street. As soon as I started asking questions, I discovered that people had been questioning Madoff’s claims for a long time; but even those people who had questioned his strategy had accepted his nonsensical explanations-as long as the returns kept rolling in. The

The fact that conflicts between men and women originate from our evolved mating psychology is disturbing to some people, partly because it contradicts widely held beliefs. Many of us have learned the traditional view that these conflicts are reflections of a particular culture whose practices perturb the natural harmony of human nature. But the anger that women feel when sexually coerced and the rage that men feel when cuckolded arise from our evolved mating strategies, not from capitalism, culture, patriarchy, or socialization. Evolution operates by the ruthless criterion of reproductive success, no matter how repugnant we may find the strategies produced by that process, and no matter how abhorrent the consequences of those strategies may be.

Helping the identities to be aware of one another as legitimate parts of the self and to negotiate and resolve their conflicts is at the very core of the therapeutic process. It is countertherapeutic for the therapist to treat any alternate identity as if it were more “real” or more important than any other. The therapist should not “play favorites” among the alternate identities or exclude apparently unlikable or disruptive ones from the therapy (although such steps may be necessary for a limited period of time at some stages in the treatment of some patients to provide for the safety and stability of the patient or the safety of others). The therapist should foster the idea that all alternate identities represent adaptive attempts to cope or to master problems that the patient has faced. Thus, it is countertherapeutic to tell patients to ignore or “get rid” of identities (although it is acceptable to provide strategies for the patient to resist the influence of destructive identities, or to help control the emergence of certain identities at inappropriate circumstances or times). It is countertherapeutic to suggest that the patient create additional alternate identities, to name identities when they have no names (although the patient may choose names if he or she wishes), or to suggest that identities function in a more elaborated and autonomous way than they already are functioning. A desirable treatment outcome is a workable form of integration or harmony among alternate identities." Guidelines for Treating Dissociative Identity Disorder in Adults, Third Revision, Journal of Trauma & Dissociation, 12:2, 115-187 (2011) DOI 10.1080/15299732.2011.537247

Yet few leaders exploit the power of this rapid wake-up call. Rather, they do the opposite. They try to garner support based on a numbers case that lacks urgency and emotional impetus. Or they try to put forth the most exemplary case of their operational excellence to garner support. Although these alternatives may work, neither leads to tipping superiors’ cognitive hurdle as fast and stunningly as showing the worst. When

The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.

Rather they are largely related to an underdeveloped brain, for the areas that govern social awareness, empathy, and related language skills are not fully operational until we’re about thirty years old. Despite this neurological handicap, scientific research shows that anyone—young or old—can exercise the language and social-awareness centers of the brain in ways that will enhance their capacity to communicate more effectively with others.

In some organizations, they can succeed if they are simply good at making presentations to the board of directors or writing strategies or plans. The tragedy is that these talents mask real deficiencies in overall management capabilities. These talented performers run for cover when grubby operating decisions must be made and often fail miserably when they are charged with earning a profit, getting things done and moving an organization forward.

Physicist Eric Weinstein calls these "long-short positions," alluding to investment strategies with multiple parts which when considered individually appear to be going in different directions, but in fact, are operating on the same thesis. When people engage in long-short thinking, zealots react with rage and try to box you into one position or the other. It's as if they can't handle the issue's complexity and instead respond with emotional outbursts.

Speaking of body decorations, I luuhhhvv your belly piercing!” Heeb said, looking at the gold ring in the center of her slim, tan waist. Despite the artic cold, Angelina had opted for a skin tight, black tube top that ended just above her belly, on the assumption that a warm cab, a winter coat, and a short wait to get into the club was an adequate frosty weather strategy. Heeb was still reverently staring at her belly when Angelina finally caught her breath from laughing. “Do you really like it? You’re just saying that so that you can check out my belly!” “And what’s so bad about that? I mean, didn’t you get that belly piercing so that people would check out your belly?” “No. I just thought it would look cool…Do you have any piercings?” “Actually, I do,” Heeb replied. “Where?” “My appendix.” “Huh?” “I wanted to be the first guy with a pierced organ. And the appendix is a totally useless organ anyway, so I figured why the hell not?” “That’s pretty original,” she replied, amused. “Oh yeah. I’ve outdone every piercing fanatic out there. The only problem is when I have to go through metal detectors at the airport.” Angelina burst into laughs again, and then managed to say, “Don’t you have to take it out occasionally for a cleaning?” “Nah. I figure I’ll just get it removed when my appendix bursts. It’ll be a two for one operation, if you know what I mean.

Wars are won by men like Bill Darby, storming up the beach with all guns blazing, and by men like Leverton, sipping his tea as the bombs fell. They are won by planners correctly calculating how many rations and contraceptives an invading force will need; by tacticians laying out grand strategy; by generals inspiring the men they command; by politicians galvanizing the will to fight; and by writers putting war into words. They are won by acts of strength, bravery, and guile. But they are also won by feats of imagination. Amateur, unpublished novelists, the framers of Operation Mincemeat, dreamed up the most unlikely concatenation of events, rendered them believable, and sent them off to war, changing reality through lateral thinking and proving that it is possible to win a battle fought in the mind, from behind a desk, and from beyond the grave. Operation Mincemeat was pure make-believe; and it made Hitler believe something that changed the course of history.

Operational effectiveness: necessary but not sufficient Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways. A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices; greater efficiency results in lower average unit costs. Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more

Spinner parts, who do not themselves become dizzy, have the job of spinning internally to send out feelings or impulses to all the other parts, the main person, or a group of selected parts. Many of the “booby traps" or “fail-safe" programmes involve spinning. Often, when a programme (that is, a particular training) is in operation, the survivor feels dizzy, as though something or someone is “spinning" inside his or her head. If this is happening to you, you can speak to the spinner and ask that part to stop spinning or to slow down the spin. If this does not work, ask to speak with whoever is making the spinner part spin. This strategy, of working up through the chain of command, applies to mind control treatment recovery in general. Another tactic you can use is to ask the spinner to spin in the opposite direction, which will often put away whatever is being spun. If permitted by those in charge, a spinner can also replace whatever lesson is being spun with something positive, such as a feeling of calmness, taken from a positive memory.

long middle finger resembling a twig that it could use for probing for grubs. There is a telling example of convergent evolution when an unrelated species (the Long-Fingered Possum from Papua New Guinea) devised a similar strategy to address the same problem. (Douglas was very intrigued by the implications of convergence. What need is there to posit a designer if the operation of random forces, constrained by the reality of the world, produces the same elegant solution, as if there were no choice in the matter?) We monkeys have

The peril of a potent resource position is that success then arrives without careful ongoing strategy work. Own the original patent on the plain-paper photocopier, or own the Hershey’s brand name, or the Windows operating system franchise, or the patent on Lipitor, and there will be many years during which profits will roll in almost regardless of how you arrange your business logic. Yes, there was inventive genius in the creation of these strategic resources, but profits from those resources can be sustained, for a time, without genius.

This is just a particularly clear case of what we all always want: lots of elbow room. We want a margin for error; we want to keep our options open, so that our chances of maintaining control over our operations, come what may, are enhanced.20 When we look ahead to see what obstacles we are apt to encounter, we should of course include any obstacles we carry with us—such as a craving for sweets, for instance, which might inspire us to adopt the higher-order strategy of not having sweets around the house, where the temptation would be too great.

the end result of the complex organization that was the efficient software of the Great War was the manufacture of corpses. This essentially industrial operation was fantasized by the generals as a “strategy of attrition.” The British tried to kill Germans, the Germans tried to kill British and French and so on, a “strategy” so familiar by now that it almost sounds normal. It was not normal in Europe before 1914 and no one in authority expected it to evolve, despite the pioneering lessons of the American Civil War. Once the trenches were in place, the long grave already dug (John Masefield’s bitterly ironic phrase), then the war stalemated and death-making overwhelmed any rational response.379 “The war machine,” concludes Elliot, “rooted in law, organization, production, movement, science, technical ingenuity, with its product of six thousand deaths a day over a period of 1,500 days, was the permanent and realistic factor, impervious to fantasy, only slightly altered by human variation.”380 No human institution, Elliot stresses, was sufficiently strong to resist the death machine.381 A new mechanism, the tank, ended the stalemate.

Here's the thing about beliefs; we all have them and they drive our actions. We experience our beliefs as truths, and we can usually find evidence to support them. Subsequently, they create boundaries around what we think we can and can't do, what can and can't be done in the world. Some of our beliefs are tucked into our subconscious, where they operate without our awareness. Sometimes our beliefs contradict each other or our core values. Some of our beliefs make us strong, powerful people; some do not serve us. The good news is that beliefs can be updated or changed.

Suggested outline of a strategy document Once you have devised the strategy, you’ll need to explain it to the organisation by writing a strategy document. Below are the key elements it should contain: Where the organisation has come from The successes it has achieved thus far The changing environment and context in which it operates The vision for the future The unique role that the organisation plays The specific strategies that will get it there The timelines The challenges How you’ll measure success The role the organisation’s people play The role of the support functions

In the years between 2002 and 2009, there was no centralized national military strategy for Afghanistan—none. A strategy refers to a plan of action designed to achieve a particular goal. An overarching strategy for any conflict unifies and directs all of its elements to work toward the execution of that strategy, facilitating the accomplishment of the intended goal. In the absence of a strategy, military organizations, especially ones composed of diverse multidimensional and multinational forces such as those in Afghanistan, operate in an unsynchronized fashion, never accomplishing or achieving their intended goals.

Before 1969 came to an end, Palestinian terrorists trained at the KGB’s Balashikha special-operations school east of Moscow had hijacked their first “Zionist” El Al plane and landed it in Algeria, where its thirty-two Jewish passengers were held hostage for five weeks. The hijacking had been planned and coordinated by the KGB’s Thirteenth Department, known in Soviet bloc intelligence jargon as the Department for Wet Affairs (wet being a KGB euphemism for bloody). To conceal the KGB’s hand, Andropov had the Popular Front for the Liberation of Palestine (created and financed by the KGB) take credit for the hijacking. The

Lind’s scheme has been widely adopted. Note, however, that it is based mainly on developments on the tactical and operational levels. It has relatively little to say about strategy, let alone grand strategy and the kind of political, economic, social and cultural factors in which the latter is rooted. In this it differs from some other schemes, including my own which is based on the distinction between “trinitarian” and “non-trinitarian” warfare. Here the assumption is that there are two basic kinds of war, i.e. those in which the distinction between government, armed forces and people is maintained and those in which it is not.

Regional powers could redress the overall military balance by a strategy geared to prolonging any war beyond the willingness of the “advanced” country’s public to sustain it—as France experienced in Algeria and Vietnam; the United States in Korea, Vietnam, Iraq, and Afghanistan; and the Soviet Union in Afghanistan. Asymmetric warfare operated in the interstices of traditional doctrines of linear operations against an enemy’s territory. Guerrilla forces, which defend no territory, could concentrate on inflicting casualties and eroding the public’s political will to continue the conflict. In this sense, technological supremacy turned into geopolitical impotence.

From Bourcet he learnt the principle of calculated dispersion to induce the enemy to disperse their own concentration preparatory to the swift reuniting of his own forces. Also, the value of a 'plan with several branches', and of operating in a line which threatened alternative objectives. Moreover, the very plan which Napoleon executed in his first campaign was based on one that Bourcet had designed half a century earlier. Form Guibert he acquired an idea of the supreme value of mobility and fluidity of force, and of the potentialities inherent in the new distribution of an army in self-contained divisions. Guibert had defined the Napoleonic method when he wrote, a generation earlier: 'The art is to extend forces without exposing them, to embrace the enemy without being disunited, to link up the moves or the attacks to take the enemy in flank without exposing one's own flank.' And Guibert's prescription for the rear attack, as the means of upsetting the enemy's balance, became Napoleon's practice. To the same source can be traced Napoleon's method of concentrating his mobile artillery to shatter, and make a breach at, a key point in the enemy's front. Moreover, it was the practical reforms achieved by Guibert in the French army shortly before the Revolution which fashioned the instrument that Napoleon applied. Above all, it was Guibert's vision of a coming revolution in warfare, carried out by a man who would arise from a revolutionary state, that kindled the youthful Napoleon's imagination and ambition. While Napoleon added little to the ideas he had imbibed, he gave them fulfilment. Without his dynamic application the new mobility might have remained merely a theory. Because his education coincided with his instincts, and because these in turn were given scope by his circumstances, he was able to exploit the full possibilities of the new 'divisional' system. In developing the wider range of strategic combinations thus possible Napoleon made his chief contribution to strategy.

In my view, if you don’t understand how repression operates, real growth is nearly impossible since you’re unlikely to come into contact with that pain you’re warding off. Even if you’re able to overcome some kind of maladaptive behavior or thought pattern, you’re likely to develop another equally maladaptive strategy to keep the repressed at bay. Freud always insisted that unconscious material is “indestructible.” Just because you’re not consciously aware of how much anger you feel toward your father, that doesn’t mean the anger has disappeared. It will inevitably continue to make its presence known in covert ways – humorous little digs, for instance, or sarcasm.

especially in the key task of translating broad strategic concepts into feasible operational orders. Marshall understood that Eisenhower had a talent for implementing strategy. And that job, Marshall believed, was more difficult than designing it. “There’s nothing so profound in the logic of the thing,” he said years later, discussing his own role in winning approval for the Marshall Plan. “But the execution of it, that’s another matter.” In other words, successful generalship involves first figuring out what to do, then getting people to do it. It has one foot in the intellectual realm of critical thinking and the other in the human world of management and leadership. It

Christ, I’m tired. I need sleep. I need peace. I need for my balls to not be so blue they’re practically purple. As purple as Sarah Von Titebottum’s— My mind comes to a screeching halt with the unexpected thought. And the image that accompanies it—the odd, blushing lass with her glasses and her books and very tight bottom. Sarah’s not a contestant on the show, so I’m willing to bet both my indigo balls that there’s not a camera in her room. And, I can’t believe I’m fucking thinking this, but, even better—none of the other girls will know where to find me—including Elizabeth. I let the cameras noisily track me to the lavatory, but then, like an elite operative of the Secret Intelligence Service, I plaster myself to the wall beneath their range and slide my way out the door. Less than five minutes later, I’m in my sleeping pants and a white T-shirt, barefoot with my guitar in hand, knocking on Sarah’s bedroom door. I checked the map Vanessa gave me earlier. Her room is on the third floor, in the corner of the east wing, removed from the main part of the castle. The door opens just a crack and dark brown eyes peer out. “Sanctuary,” I plead. Her brow crinkles and the door opens just a bit wider. “I beg your pardon?” “I haven’t slept in almost forty-eight hours. My best friend’s girlfriend is trying to praying-mantis me and the sound of the cameras following me around my room is literally driving me mad. I’m asking you to take me in.” And she blushes. Great. “You want to sleep in here? With me?” I scoff. “No, not with you—just in your room, love.” I don’t think about how callous the words sound—insulting—until they’re out of my mouth. Could I be any more of a dick? Thankfully, Sarah doesn’t look offended. “Why here?” she asks. “Back in the day, the religious orders used to give sanctuary to anyone who asked. And since you dress like a nun, it seemed like the logical choice.” I don’t know why I said that. I don’t know what’s wrong with me. Somebody just fucking shoot me and be done with it. Sarah’s lips tighten, her head tilts, and her eyes take on a dangerous glint. I think Scooby-Doo put it best when he said, Ruh-roh. “Let me make sure I’ve got this right—you need my help?” “Correct.” “You need shelter, protection, sanctuary that only I can give?” “Yes.” “And you think teasing me about my clothes is a wise strategy?” I hold up my palms. “I never said I was wise. Exhausted, defenseless, and desperate.” I pout . . . but in a manly kind of way. “Pity me.” A smile tugs at her lips. And that’s when I know she’s done for. With a sigh, she opens the door wide. “Well, it is your castle. Come in.” Huh. She’s right—it is my castle. I really need to start remembering that

Nuclear posture is the incorporation of some number and type of nuclear warheads and delivery vehicles state's overall military structure, the rules and procedures governing how those weapons are deployed, when and under what conditions they might be used, against what targets, and who has the authority to make those decisions. Nuclear posture is best thought of as the operational, rather than the declaratory, nuclear doctrine of a country; while the two can overlap, it is the operational doctrine that generates deterrent power against an opponent. To put it bluntly, states care more about what an adversary can credibly do with its nuclear weapons than what it says about them.

Anything perceived as a threat trips the amygdala—the brain’s hand-wringing sentry—to set in motion the biochemical cascade known as the fight-or-flight response. Bruce Siddle, who consults in this area and sits on the board of Strategic Operations, prefers the term “survival stress response.” Whatever you wish to call it, here is a nice, concise summary, courtesy of Siddle: “You become fast, strong, and dumb.” Our hardwired survival strategy evolved back when threats took the form of man-eating mammals, when hurling a rock superhumanly hard or climbing a tree superhumanly fast gave you the edge that might keep you alive. A burst of adrenaline prompts a cortisol dump to the bloodstream. The cortisol sends the lungs into overdrive to bring in more oxygen, and the heart rate doubles or triples to deliver it more swiftly. Meanwhile the liver spews glucose, more fuel for the feats at hand. To get the goods where the body assumes they’re needed, blood vessels in the large muscles of the arms and legs dilate, while vessels serving lower-priority organs (the gut, for example, and the skin) constrict. The prefrontal cortex, a major blood guzzler, also gets rationed. Good-bye, reasoning and analysis. See you later, fine motor skills. None of that mattered much to early man. You don’t need to weigh your options in the face of a snarling predator, and you don’t have time.

In the wider context, there is an ongoing shift from industrial economies to knowledge economies and creative economies, from manufacturing-based processes to information-based and idea-based processes, and from international trade agreements and restrictions to increasingly competitive market challenges from emerging and expanding economies worldwide. In terms of design, this impact is apparent in the evolution of design debates: from ‘style and aesthetics’ to a means of improving products, services, innovation processes and operational efficiencies. The focus of design is now on improving customer services and experiences, and creating better efficiencies and waste reduction strategies in both the private and public sectors. It is inevitable that how design is managed in this shifting context will also change.

The first involves streamlining operations and introducing cost innovations from manufacturing to distribution. Can the product’s or service’s raw materials be replaced by unconventional, less expensive ones—such as switching from metal to plastic or shifting a call center from the UK to Bangalore? Can high-cost, low-value-added activities in your value chain be significantly eliminated, reduced, or outsourced? Can the physical location of your product or service be shifted from prime real estate locations to lower-cost locations, as The Home Depot, IKEA, and Walmart have done in retail or Southwest Airlines has done by shifting from major to secondary airports? Can you truncate the number of parts or steps used in production by shifting the way things are made, as Ford did by introducing the assembly line? Can you digitize activities to reduce costs? By

Sometimes the best conversations between strangers allow the stranger to remain a stranger. We jump at the chance to judge strangers. We would never do that to ourselves, of course. We are nuanced and complex and enigmatic. But the stranger is easy. If I can convince you of one thing in this book, let it be this: Strangers are not easy. The issue with spies is not that there is something brilliant about them. It is that there is something wrong with us. You believe someone not because you have no doubts about them. Belief is not the absence of doubt. You believe someone because you don’t have enough doubts about them. Those who are not part of existing social hierarchies are free to blurt out inconvenient truths or question things the rest of us take for granted. The advantage to human beings lies in assuming that strangers are truthful. If you don’t begin in a state of trust, you can’t have meaningful social encounters. But remember, doubts are not the enemy of belief; they are its companion. Our strategies for dealing with strangers are deeply flawed, but they are also socially necessary. We tend to judge people’s honesty based on their demeanor. Well-spoken, confident people with a firm handshake who are friendly and engaging are seen as believable. Nervous, shifty, stammering, uncomfortable people who give windy, convoluted explanations aren’t. We do not understand the importance of the context in which the stranger is operating. When you confront the stranger, you have to ask yourself where and when you’re confronting the stranger—because those two things powerfully influence your interpretation of who the stranger is. Don’t look at the stranger and jump to conclusions. Look at the stranger’s world.

Beyond streamlining operations and introducing cost innovations, a second lever companies can pull to meet their target cost is partnering. In bringing a new product or service to market, many companies mistakenly try to carry out all the production and distribution activities themselves. Sometimes that’s because they see the product or service as a platform for developing new capabilities. Other times it is simply a matter of not considering other outside options. Partnering, however, provides a way for companies to secure needed capabilities fast and effectively while dropping their cost structure. It allows a company to leverage other companies’ expertise and economies of scale. Partnering includes closing gaps in capabilities through making small acquisitions when doing so is faster and cheaper, providing access to needed expertise that has already been mastered. A

Another common practice, the reps told us, was to take fancy meals to the entire doctor’s office (one of the perks of being a nurse or receptionist, I suppose). One doctor’s office even required alternating days of steak and lobster for lunch if the reps wanted access to the doctors. Even more shocking, we found out that physicians sometimes called the reps into the examination room (as an “expert”) to directly inform patients about the way certain drugs work. Hearing stories from the reps who sold medical devices was even more disturbing. We learned that it’s common practice for device reps to peddle their medical devices in the operating room in real time and while a surgery is under way. Janet and I were surprised at how well the pharmaceutical reps understood classic psychological persuasion strategies and how they employed them in a sophisticated and intuitive manner.

HSBC's executives saw an emerging class of global rich as the bank's path to prosperity. The superwealthy were increasingly stateless. They banked in Geneva. Lived in London and New York. Shopped in Paris and Milan. And they held their assets through offshore companies registered in places like the British Virgin Islands. HSBC executives were reading the telltale signs of a new age of inequality, even if they didn't recognize it as such. Governments were retreating from providing their citizens pension and health organizations, and HSBC strategy report observed. The stateless rich balked at paying taxes in their home countries, to which they felt little allegiance. It made sense to them to base their operations inside tax havens and to bank in Switzerland, where discretion was woven into the country's DNA. These trends represented an opportunity for the wealth management industry.

That makes a lot of sense to me. Do you believe in God?” “I believe we all share a soul and co-create a universal story that is constantly evolving. That when you share an authentic and wholesome story, it goes viral and becomes part of our collective consciousness. Truthful stories are powerful.” “So, we’re all just…stories connected to other stories by larger narratives.” “Yeah, there are books, and series, and interconnected story worlds…and fan fiction, and derivative works. A babushka doll of stories inspired by other stories. Ai ai…Harry is going to kill me. He doesn’t believe in my cosmic consciousness theory, and now I’ve managed to lose credibility with the entire scientific community.” He chuckled, tousling his hair with his fingers. “Don’t worry, folks, Harry runs the platform based on objective, observable evidence. No magical thinking is allowed in Down Below’s strategy and operations.

If you look at the estate planning industry today, the basic strategy begins with identifying the number of heirs. Why? To divide the estate up amongst as many heirs as possible, utilizing all the gift and transfer techniques. One of the first rules of war is to “divide and conquer.” And so, if I'm dividing the assets up, I'm setting that family up for failure. Our findings show that in all too many situations, traditional planning has done more to destroy families than taxes will ever do. Traditional estate planning operates around the four D's: Divide the assets, defer those assets downstream as far as possible, then dump them on what most times are the ill-prepared heirs, and watch those ultimately dissipate. It's been said that only two percent of family wealth ever makes it past the third generation. So I think that's all you need to know about the effectiveness of traditional estate planning.

Although some organizations today may survive and prosper because they have intu- itive geniuses managing them, most are not so fortunate. Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making. Choosing an intuitive or analytic approach to decision making is not an either–or proposition. Managers at all levels in an organization inject their intuition and judgment into strategic-management analyses. Analytical thinking and intuitive thinking complement each other. Operating from the I’ve-already-made-up-my-mind-don’t-bother-me-with-the-facts mode is not management by intuition; it is management by ignorance. Drucker says, “I believe in intuition only if you discipline it. ‘Hunch’ artists, who make a diagnosis but don’t check it out with the facts, are the ones in medicine who kill people, and in management kill businesses.

What in the West was regarded as arbitrary authoritarianism was presented in Russia as an elemental necessity, the precondition for functioning governance. It was this Russia, in Europe but not quite of it, that had tempted Napoleon with its expanse and mystique; it was his ruin (just as it was Hitler’s a century and a half later) when Russia’s people, steeled to great feats of endurance, proved capable of weathering deeper privation than Napoleon’s Grande Armée (or Hitler’s legions). When Russians burned down four-fifths of Moscow to deny Napoleon the conquest and his troops’ sustenance, Napoleon, his epic strategy thus doomed, is said to have exclaimed, “What a people! They are Scythians! What resoluteness! The barbarians!” Now with Cossack horsemen drinking champagne in Paris, this massive autocratic entity loomed over a Europe that struggled to comprehend its ambitions and its method of operation.

The world order, largely intact since the end of the World War II, seems to be breaking down. Capitalism, and its relentless march towards progress, allowed many to win. Although no system is perfect, the rules by which capitalism operated were well regarded and understood. You could expect that if you made a big bet and were wrong, you would be wiped out—but if you were right, your hard work, ingenuity, or risk taking would be rewarded. In game theory, we could call this a dominant cooperative strategy, and it dominated for the better part of the twentieth century. The rise of fiat currencies that could be manipulated domestically and the bailout in 2008 changed that strategy to one where the players whose bad bets caused the crisis, instead of being wiped out, were rewarded handsomely. Capitalism’s long-dominant cooperative strategy was replaced by a non-dominant strategy, crony capitalism, where the cheaters won.

The Case of the Eyeless Fly The fruit fly has a mutant gene which is recessive, i.e., when paired with a normal gene, has no discernible effect (it will be remembered that genes operate in pairs, each gene in the pair being derived from one parent). But if two of these mutant genes are paired in the fertilised egg, the offspring will be an eyeless fly. If now a pure stock of eyeless flies is made to inbreed, then the whole stock will have only the 'eyeless' mutant gene, because no normal gene can enter the stock to bring light into their darkness. Nevertheless, within a few generations, flies appear in the inbred 'eyeless' stock with eyes that are perfectly normal. The traditional explanation of this remarkable phenomenon is that the other members of the gene-complex have been 'reshuffled and re-combined in such a way that they deputise for the missing normal eye-forming gene.' Now re-shuffling, as every poker player knows, is a randomising process. No biologist would be so perverse as to suggest that the new insect-eye evolved by pure chance, thus repeating within a few generations an evolutionary process which took hundreds of millions of years. Nor does the concept of natural selection provide the slightest help in this case. The re-combination of genes to deputise for the missing gene must have been co-ordinated according to some overall plan which includes the rules of genetic self-repair after certain types of damage by deleterious mutations. But such co-ordinative controls can only operate on levels higher than that of individual genes. Once more we are driven to the conclusion that the genetic code is not an architect's blueprint; that the gene-complex and its internal environment form a remarkably stable, closely knit, self-regulating micro-hierarchy; and that mutated genes in any of its holons are liable to cause corresponding reactions in others, co-ordinated by higher levels. This micro-hierarchy controls the pre-natal skills of the embryo, which enable it to reach its goal, regardless of the hazards it may encounter during development. But phylogeny is a sequence of ontogenies, and thus we are confronted with the profound question: is the mechanism of phylogeny also endowed with some kind of evolutionary instruction booklet? Is there a strategy of the evolutionary process comparable to the 'strategy of the genes'-to the 'directiveness' of ontogeny (as E.S. Russell has called it)?

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

The myriad activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage. Operational effectiveness means performing these activities better—that is, faster, or with fewer inputs and defects—than rivals. Companies can reap enormous advantages from operational effectiveness, as Japanese firms demonstrated in the 1970s and 1980s with such practices as total quality management and continuous improvement. But from a competitive standpoint, the problem with operational effectiveness is that best practices are easily emulated. As all competitors in an industry adopt them, the productivity frontier—the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques—shifts outward, lowering costs and improving value at the same time. Such competition produces absolute improvement in operational effectiveness, but relative improvement for no one. And the more benchmarking that companies do, the more competitive convergence you have—that is, the more indistinguishable companies are from one another. Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

CYBERPOWER is now a fundamental fact of global life. In political, economic, and military affairs, information and information technology provide and support crucial elements of operational activities. U.S. national security efforts have begun to incorporate cyber into strategic calculations. Those efforts, however, are only a beginning. The critical conclusion...is that the United States must create an effective national and international strategic framework for the development and use of cyber as part of an overall national security strategy. Such a strategic framework will have both structural and geopolitical elements. Structural activities will focus on those parts of cyber that enhance capabilities for use in general. Those categories include heightened security, expanded development of research and human capital, improved governance, and more effective organization. Geopolitical activities will focus on more traditional national security and defense efforts. Included in this group are sophisticated development of network-centric operations; appropriate integrated planning of computer network attack capabilities; establishment of deterrence doctrine that incorporates cyber; expansion of effective cyber influence capabilities; carefully planned incorporation of cyber into military planning (particularly stability operations); establishment of appropriate doctrine, education, and training regarding cyber by the Services and nonmilitary elements so that cyber can be used effectively in a joint and/or multinational context; and generation of all those efforts at an international level, since cyber is inherently international and cannot be most effectively accomplished without international partners.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

Creating “Correct” Children in the Classroom One of the most popular discipline programs in American schools is called Assertive Discipline. It teaches teachers to inflict the old “obey or suffer” method of control on students. Here you disguise the threat of punishment by calling it a choice the child is making. As in, “You have a choice, you can either finish your homework or miss the outing this weekend.” Then when the child chooses to try to protect his dignity against this form of terrorism, by refusing to do his homework, you tell him he has chosen his logical, natural consequence of being excluded from the outing. Putting it this way helps the parent or teacher mitigate against the bad feelings and guilt that would otherwise arise to tell the adult that they are operating outside the principles of compassionate relating. This insidious method is even worse than outand-out punishing, where you can at least rebel against your punisher. The use of this mind game teaches the child the false, crazy-making belief that they wanted something bad or painful to happen to them. These programs also have the stated intention of getting the child to be angry with himself for making a poor choice. In this smoke and mirrors game, the children are “causing” everything to happen and the teachers are the puppets of the children’s choices. The only ones who are not taking responsibility for their actions are the adults. Another popular coercive strategy is to use “peer pressure” to create compliance. For instance, a teacher tells her class that if anyone misbehaves then they all won’t get their pizza party. What a great way to turn children against each other. All this is done to help (translation: compel) children to behave themselves. But of course they are not behaving themselves: they are being “behaved” by the adults. Well-meaning teachers and parents try to teach children to be motivated (translation: do boring or aversive stuff without questioning why), responsible (translation: thoughtless conformity to the house rules) people. When surveys are conducted in which fourth-graders are asked what being good means, over 90% answer “being quiet.” And when teachers are asked what happens in a successful classroom, the answer is, “the teacher is able to keep the students on task” (translation: in line, doing what they are told). Consulting firms measuring teacher competence consider this a major criterion of teacher effectiveness. In other words if the students are quietly doing what they were told the teacher is evaluated as good. However my understanding of ‘real learning’ with twenty to forty children is that it is quite naturally a bit noisy and messy. Otherwise children are just playing a nice game of school, based on indoctrination and little integrated retained education. Both punishments and rewards foster a preoccupation with a narrow egocentric self-interest that undermines good values. All little Johnny is thinking about is “How much will you give me if I do X? How can I avoid getting punished if I do Y? What do they want me to do and what happens to me if I don’t do it?” Instead we could teach him to ask, “What kind of person do I want to be and what kind of community do I want to help make?” And Mom is thinking “You didn’t do what I wanted, so now I’m going to make something unpleasant happen to you, for your own good to help you fit into our (dominance/submission based) society.” This contributes to a culture of coercion and prevents a community of compassion. And as we are learning on the global level with our war on terrorism, as you use your energy and resources to punish people you run out of energy and resources to protect people. And even if children look well-behaved, they are not behaving themselves They are being behaved by controlling parents and teachers.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

But states have difficulty evaluating cybersecurity threats. If a state does detect an intrusion in one of its vital networks and if that intrusion looks to be from another state, what should the state suffering the intrusion conclude? On the one hand, it might be a defensive-minded intrusion, only checking out the intruded-upon state’s capabilities and providing reassuring intelligence to the intruding state. This might seem unsettling but not necessarily threatening, presuming the state suffering the intrusion was not developing capabilities for attack or seeking conflict. On the other hand, the intrusion might be more nefarious. It could be a sign of some coming harm, such as a cyber attack or an expanding espionage operation. The state suffering the intrusion will have to decide which of these two possibilities is correct, interpreting limited and almost certainly insufficient amounts of data to divine the intentions of another state. Thus Chapter Four’s argument is vitally important: intrusions into a state’s strategically important networks pose serious risks and are therefore inherently threatening. Intrusions launched by one state into the networks of another can cause a great deal of harm at inopportune times, even if the intrusion at the moment of discovery appears to be reasonably benign. The intrusion can also perform reconnaissance that enables a powerful and well-targeted cyber attack. Even operations launched with fully defensive intent can serve as beachheads for future attack operations, so long as a command and control mechanism is set up. Depending on its target, the intrusion can collect information that provides great insight into the communications and strategies of policy-makers. Network intrusions can also pose serious counterintelligence risks, revealing what secrets a state has learned about other states and provoking a damaging sense of paranoia. Given these very real threats, states are likely to view any serious intrusion with some degree of fear. They therefore have significant incentive to respond strongly, further animating the cybersecurity dilemma.

Why, he asked, do all of our policing efforts have to be so reactive, so negative, and so after the fact? What if, instead of just focusing on catching criminals—and serving up ever harsher punishments—after they committed the crime, the police devoted significant resources and effort to eliminating criminal behavior before it happens? To quote Tony Blair, what if they could be tough on crime but also tough on the causes of crime?3 Out of these questions came the novel idea for Positive Tickets, a program whereby police, instead of focusing on catching young people perpetrating crimes, would focus on catching youth doing something good—something as simple as throwing litter away in a bin rather than on the ground, wearing a helmet while riding their bike, skateboarding in the designated area, or getting to school on time—and would give them a ticket for positive behavior. The ticket, of course, wouldn’t carry a fine like a parking ticket but instead would be redeemable for some kind of small reward, like free entry to the movies or to an event at a local youth center—wholesome activities that also had the bonus of keeping the young people off the streets and out of trouble. So how well did Richmond’s unconventional effort to reimagine policing work? Amazingly well, as it turned out. It took some time, but they invested in the approach as a long-term strategy, and after a decade the Positive Tickets system had reduced recidivism from 60 percent to 8 percent. You might not think of a police department as a place where you would expect to see Essentialism at work, but in fact Ward’s system of Positive Tickets is a lesson in the practice of effortless execution. The way of the Nonessentialist is to go big on everything: to try to do it all, have it all, fit it all in. The Nonessentialist operates under the false logic that the more he strives, the more he will achieve, but the reality is, the more we reach for the stars, the harder it is to get ourselves off the ground. The way of the Essentialist is different. Instead of trying to accomplish it all—and all at once—and flaring out, the Essentialist starts small and celebrates progress. Instead of going for the big, flashy wins that don’t really matter, the Essentialist pursues small and simple wins in areas that are essential.

Myself and my colleague Guy Madison (Dutton & Madison, 2017) inadvertently provided evidence for the Finnish inferiority complex in a study we did of every marriage between a Finn and a foreigner that took place in Finland in the year 2013. On average, males and females operate different sexual selection strategies. Males have nothing to lose from the sexual encounter, so it makes sense for them, if they can get away with it, to have as much sex as possible with as many different women as possible in order to maximise the probability that their genes will be passed on. Accordingly, they select for youth and beauty, as these are markers of fertility and health. The essence of beauty is a symmetrical face and a such face implies a low level of mutant genes and thus sound genetic health. Females operate differently. As we discussed briefly earlier, they have a great deal to lose from the sexual encounter, because they can become pregnant, which carries with it a range of social and physical costs. This makes them more selective. Specifically, they are sexually attracted to high status men as these men will have the resources to provide for them and their child, meaning that both of them are more likely to survive (Buss, 1989). So, socioeconomically, women ‘marry up’ (hypergamously) and men ‘marry down’ (hypogamously). We would expect that nationality would be an aspect of status. We tested this by ranking different nationalities based on various criteria and especially how wealthy a country was. We predicted that, among marriages between a Finn and a foreigner, Finnish women would to a greater extent marry men that were from countries ranked as higher status than Finland while Finnish men would disproportionately marry women from lower status countries. This is, overall, what we found. However, we specifically found that, whatever the objective national status differences, Finnish women married Western European and Anglophone (USA, Canada and so on) men while Finnish men married Eastern European and East Asian (including Japanese) women. This would imply, whatever the economic reality, that Finns regard themselves as inferior to pretty much all Western Europeans. It also indicates that the Japanese – who are far wealthier than the Finns – regard themselves as inferior to the Finns, presumably because there is some idolization of whiteness or, possibly, as has been argued by a Japanese anthropologist, the Japanese specifically adore Finnish culture (Mitsui, 2012).

Months later, Time magazine would run its now infamous article bragging about how it had been done. Without irony or shame, the magazine reported that “[t]here was a conspiracy unfolding behind the scenes” creating “an extraordinary shadow effort” by a “well-funded cabal of powerful people” to oppose Trump.112 Corporate CEOs, organized labor, left-wing activists, and Democrats all worked together in secret to secure a Biden victory. For Trump, these groups represented a powerful Washington and Democratic establishment that saw an unremarkable career politician like Biden as merely a vessel for protecting their self-interests. Accordingly, when Trump was asked whom he blames for the rigging of the 2020 election, he quickly responded, “Least of all Biden.” Time would, of course, disingenuously frame this effort as an attempt to “oppose Trump’s assault on democracy,” even as Time reporter Molly Ball noted this shadow campaign “touched every aspect of the election. They got states to change voting systems and laws and helped secure hundreds of millions in public and private funding.” The funding enabled the country’s sudden rush to mail-in balloting, which Ball described as “a revolution in how people vote.”113 The funding from Democratic donors to public election administrators was revolutionary. The Democrats’ network of nonprofit activist groups embedded into the nation’s electoral structure through generous grants from Democratic donors. They helped accomplish the Democrats’ vote-by-mail strategy from the inside of the election process. It was as if the Dallas Cowboys were paying the National Football League’s referee staff and conducting all of their support operations. No one would feel confident in games won by the Cowboys in such a scenario. Ball also reported that this shadowy cabal “successfully pressured social media companies to take a harder line against disinformation and used data-driven strategies to fight viral smears.” And yet, Time magazine made this characterization months after it was revealed that the New York Post’s reporting on Hunter Biden’s corrupt deal-making with Chinese and other foreign officials—deals that alleged direct involvement from Joe Biden, resulting in the reporting’s being overtly censored by social media—was substantially true. Twitter CEO Jack Dorsey would eventually tell Congress that censoring the New York Post and locking it out of its Twitter account over the story was “a mistake.” And the Hunter Biden story was hardly the only egregious mistake, to say nothing of the media’s willful dishonesty, in the 2020 election. Republicans read the Time article with horror and as an admission of guilt. It confirmed many voters’ suspicions that the election wasn’t entirely fair. Trump knew the article helped his case, calling it “the only good article I’ve read in Time magazine in a long time—that was actually just a piece of the truth because it was much deeper than that.

No sound strategy for studying fascism can fail to examine the entire context in which it was formed and grew. Some approaches to fascism start with the crisis to which fascism was a response, at the risk of making the crisis into a cause. A crisis of capitalism, according to Marxists, gave birth to fascism. Unable to assure ever-expanding markets, ever-widening access to raw materials, and ever-willing cheap labor through the normal operation of constitutional regimes and free markets, capitalists were obliged, Marxists say, to find some new way to attain these ends by force. Others perceive the founding crisis as the inadequacy of liberal state and society (in the laissez-faire meaning of liberalism current at that time) to deal with the challenges of the post-1914 world. Wars and revolutions produced problems that parliament and the market—the main liberal solutions—appeared incapable of handling: the distortions of wartime command economies and the mass unemployment attendant upon demobilization; runaway inflation; increased social tensions and a rush toward social revolution; extension of the vote to masses of poorly educated citizens with no experience of civic responsibility; passions heightened by wartime propaganda; distortions of international trade and exchange by war debts and currency fluctuations. Fascism came forward with new solutions for these challenges. Fascists hated liberals as much as they hated socialists, but for different reasons. For fascists, the internationalist, socialist Left was the enemy and the liberals were the enemies’ accomplices. With their hands-off government, their trust in open discussion, their weak hold over mass opinion, and their reluctance to use force, liberals were, in fascist eyes, culpably incompetent guardians of the nation against the class warfare waged by the socialists. As for beleaguered middle-class liberals themselves, fearful of a rising Left, lacking the secret of mass appeal, facing the unpalatable choices offered them by the twentieth century, they have sometimes been as ready as conservatives to cooperate with fascists. Every strategy for understanding fascism must come to terms with the wide diversity of its national cases. The major question here is whether fascisms are more disparate than the other “isms.” This book takes the position that they are, because they reject any universal value other than the success of chosen peoples in a Darwinian struggle for primacy. The community comes before humankind in fascist values, and respecting individual rights or due process gave way to serving the destiny of the Volk or razza. Therefore each individual national fascist movement gives full expression to its own cultural particularism. Fascism, unlike the other “isms,” is not for export: each movement jealously guards its own recipe for national revival, and fascist leaders seem to feel little or no kinship with their foreign cousins. It has proved impossible to make any fascist “international” work.

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