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The U.S. and Canadian Army Strategies: Failures in Understanding, by U.S. Department of Defense
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Organizational conception and business practice share much in common with military strategy. The two areas of study have had a mutually supportive relationship for decades. Particularly since the commencement of the 20th century, the business community has borrowed freely from and refined military thinking. This practice has been in large part credited with the enormous success of the industrial expansion of the United States and Canada. Many of today's multicorporations gained global prominence from adopting and employing military concepts and people. But the phenomenon has not been altogether one-sided. Since the 1970s, the military profession has, in turn, embraced organizational thinking and business practices. This paper will focus on the military's attempt to assimilate aspects of management and organizational theory, as well as business experience, to bring direction and meaning to its present and future placement in the 21st century. More specifically, the author will examine the formal strategies of both the U.S. and Canadian Armies within the context of present organizational thinking as taught by leading institutions and utilized by Corporate North America. The author will argue that the penchant of both armies to internalize business concepts and strategies has left the two nations' armies in a perilous situation pertaining to strategy formulation and direction. Using current management and organizational models, the author intends to identify the fundamental weaknesses within the two armies 'strategies. More importantly, as both armies engage enterprise-wide transformation, the author will demonstrate how this fundamental weakness in cognition and application has the very real possibility of jeopardizing the relevancy of both nations' land forces.
- Sales Rank: #2292561 in eBooks
- Published on: 2015-07-25
- Released on: 2015-07-25
- Format: Kindle eBook
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Bullets and Briefcases
By Jeffrey Swystun
Military phrases permeate the business world. That is because, according to the authors, "the business community has borrowed freely from and refined military thinking." The reverse of this adoption, it is argued, has hurt both the U.S. and Canadian militaries. That is, business doctrine has eroded the military's ability to effectively formulate strategy. In short, fighting wars is not all that akin to selling sodas or cellphones.
Yet, business thinking and practices permeate military doctrine and strategy. That was clear in Canada's Strategy 2020 document. It reads like a glossy annual report and was built using principles from Activity-Based Costing and Total Quality Management. The authors argue this does not work because the private sector operates as an open system and the military for obvious reasons is closed. Value is the primary driver in an open system while effectiveness dominates a closed system.
To be spouting "core competencies" and "organizational redesign" does not seem guns-ho but it has its place. This book is a very dry analysis and on its own is of little value. I recommend reading as a companion, Forced to Change, which argues that military leadership needs a diverse and varied education to innovate strategy and respond tactically.
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