Business as War: Battling for Competitive Advantage By Kenneth Allard
This
book is meant to be dangerous. Provocative. Ar resting. Like a brick
thrown through the plate-glass window of the CEO’s office, the meeting
room of the board of directors, or the faculty club of the business
school that hits you up all the time foralumni contributions. I argue
that today’s competitive environment for the business leaders is
sufficiently hazardous and uncertain that you are better off thinking of
it not as business but as war. To help you cope, or even to survive,
you need to understand the secrets of the warrior things that probably
were not a part of either your professional business education or all
that other stuff you like to put on your resume. So fasten your seat
belt, because we’re in for a rough ride but an interesting one. And
leave those other business books right there on the shelf where they
are: Not only do they not have the right answers, the authors aren’t
even sure what the right questions are. But you may have noticed that
already because business thinkers typically attempt to solve individual
problems which they will then publish with overwrought titles suggesting
breakthrough solutions. Or even better, they propound the absurd notion
that strategy is nothing more difficult than conjuring up some “big
hairy audacious goals” at your next corporate outing. If you have a
penchant for silly ideas often dulled by some characteristically bad
writing However, you may occasionally notice that those approaches in
effect leave you intellectually disarmed in a changing environment that
does not lend itself to such facile solutions essentially slogans
masquerading as dynamic new approaches to some much more fundamental
problems of the business environment.
The
author, a former army colonel currently featured as a military analyst
on MSNBC and NBC News, is convinced that corporate America can learn
vital lessons from the U.S. military. Business executives, according to
Allard (Command, Control and the Common Defense), today function in a
chaotic atmosphere dominated by globalization and rapidly changing
information technology. He argues that recent corporate scandals such as
the collapse of Enron as well as the high salaries of CEOs are
symptomatic of the lack of leadership in industry, a loss that seriously
impedes business success. Drawing on myriad examples from the military,
Allard provides a series of war plans that he believes can change the
corporate environment. Included is a recommendation to emulate the
training followed at West Point to build idealistic managers, to devise
overall military-like strategies rather than marketing plans and to be
aware of and responsible for security programs to combat electronic
terrorism. While Allard's proposals to improve business leadership have
merit, many of the military analogies are repetitive and forced. Much of
his advice is delivered in an off-putting, hectoring tone that
sometimes borders on bragging, and his potshots at former president
Clinton feel inappropriate for a business manual.
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