Chapter 9


Achieving a Rapid Tempo and Accelerating from There

  • OODA: Observe, Orient, Decide, and Act

    • Identify opportunities, make decisions, and implement plans faster than competitors do to seize the initiative and force them into a constant state of reaction.

  • Constantly challenge yourself and those in your charge to make sound decisions as rapidly as possible.

    • Be your own harshest critic.

  • Position decision-making authority as close to the action as possible.

    • Lead from the front or delegate.

    • Decentralized decision-making breeds tempo.

  • N-O Rule: reserve a third of the time remaining before a deadline for yourself and two- thirds for those in your charge who will be executing the task at hand. Give them time to plan and coordinate at their respective levels.

  • Obligation to Dissent, Part 2: Always uphold the obligation to dissent, but only until the decision is made. Once it is made, execute it as if it were your own.

  • Consider competitive encounters multiperiod , multiarena engagements.

  • Train decision-making speed.

    • Make the investment necessary to prepare your people to make sound and timely decisions under pressure.

  • R2P2: make the commitment necessary to create an effective rapid response planning process in your organization.

  • Use SOPs to free your people to focus their attention on situation-specific matters.

  • Use technology to accelerate a process, not extend the time available before a deadline.

  • Employ network operations and systems security measures to help maintain rapid tempo ”prevent your high-tempo organization from grounding to a halt.




The Marine Corps Way. Using Maneuver Warfare to Lead a Winning Organization
The Marine Corps Way: Using Maneuver Warfare to Lead a Winning Organization
ISBN: 0071458832
EAN: 2147483647
Year: 2005
Pages: 145

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