By Kenneth Allard
Compliment for combating for aggressive Advantage
"[Battling for aggressive virtue] systematically unravels and explains the complexities of contemporary company and struggle. this wonderful ebook will turn out invaluable to company leaders in addition to the educational neighborhood charged with explaining profitable management of huge organizations."
-General Barry R. McCaffrey, U.S.A. (Ret.), Professor of foreign defense experiences at West aspect and NBC information Commentator
"Colonel Ken Allard does not simply have superb army intelligence, his operational brilliance extends to the company global besides. scuffling with for aggressive virtue teaches you that enterprise is conflict and that Ken is the ideal commander-in-chief to stick with into your corporation battles."
-Ron Insana, Coanchor, CNBC's enterprise Center
"In warfare, they do not provide out medals for moment position. In company, as in battle, you cannot win with out first surviving. [This publication] deals the hard-won knowledge from one warrior's international to a different. learn, snicker, squirm, live on, and win!"
-Scott A. Snook, affiliate Professor, Organizational habit Harvard company School
"In the post-9/11, post-Enron atmosphere, Ken Allard's Ten Commandments of army management are at once acceptable to modern company CEOs."
-Tom Petrie, Chairman and CEO, Petrie Parkman & Co.
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Additional resources for Battling for Competitive Advantage
4 DOING MORE WITH L ESS The military services simultaneously live in three different time dimensions: If history was at the root of the interoperability problem even as the future beckoned so alluringly, then it took considerable effort just to cope with the present. With growing numbers of peacekeeping and humanitarian missions, as well as expanded military-to-military contacts with the reborn nations of the former Soviet empire, it became necessary for the Pentagon to do more and more with less and less.
In short, the gap between the military and American society (including the business 22 BUSINESS AS WA R community) remains broad and deep and is being inexorably projected into the future. WORLDS APART—BUT GETTING CLOSER ALL THE T IME ? This is not to say that there is not the occasional cross-channel foray, usually when the military wants to learn something from business. Because of the vast administrative, logistical, and technological underpinnings of the Pentagon, the generals and admirals widely assume that businesspeople naturally know how to do things better.
It is hard for anyone who has not been through it to understand just how important those core values are within the military. Undergoing basic training right at the end of the Vietnam War as a scared, slick-sleeve, whiff le-cut draftee, I was herded together with my fellow captives into a room where a neatly pressed major (practically a celebrity by our standards) in the Army JAG Corps announced that for the next hour he would be our principal instructor in the law of land warfare. Momentarily stunned by the unexpected respite from push-ups, it took a while for the gravity of his words to sink in: words like “war crime” and “illegal 30 BUSINESS AS WA R order,” and new concepts like “duty to disobey” if we were ever ordered to commit a war crime by any superior officer.
Battling for Competitive Advantage by Kenneth Allard