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.