Download Corps Business: The 30 Management Principles of the U.S. by David H. Freedman PDF

By David H. Freedman

Quick. inspired. Hard-hitting. that is what each enterprise desires to be. and that is why the U.S. Marines excel in each venture American throws at them, irrespective of how difficult the percentages. In Corps company, journalist David H. Freeman identifies the Marine's easy yet devastatingly potent ideas for handling humans and assets -- and finally successful. Freedman discusses such innovations as "the rule of three," "managing through finish state," and the "70% solution," to teach how they are often utilized to enterprise ideas.

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Additional resources for Corps Business: The 30 Management Principles of the U.S. Marines

Sample text

How can accurate, firsthand information about the battlefield—what the Marines call “ground truth”—be passed up the chain, and orders passed back down, quickly enough to control the battle? Maneuver warfare values dynamicism over all else, and there are times when the long, tall hierarchy clearly can’t keep up. “Because of how long it takes reports to filter up through the chains,” says Randy Gangle, “there can be three hours’ difference between the tactical picture seen by the front lines and the one seen by the commanders.

It was an entirely appropriate course in view of the challenges of the Cold War. But suddenly, with the fall of communism, the threat changed: now the enemy could be any of dozens of small countries, or factions within countries, and the conflict is more likely to be a relatively constrained set of battles, or even a police action, than all-out war. This is not to say that the Army isn’t equipped to handle such conflicts; as the conflict in Yugoslavia illustrates, however, it has not been set up to handle them quickly, and painful gaps and inefficiencies too often result.

What’s more, multiple urban conflicts may be taking place simultaneously in one large-scale mission, making it even harder for centralized command to function effectively and quickly, as was the case in Somalia. Increasingly businesses face much the same sorts of problems. When Disney acquired the Internet portal provider Infoseek, even the big raises and stock benefits it passed out couldn’t prevent an exodus of key talent from Infoseek. The reported reason: Disney insisted on foisting its environment—one in which top managers approve everything—on the Internet firm, and the marketplace was changing in less time than it took for potential responses to go up and down the Infoseek-Disney chain.

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