By Kenneth Allard
Compliment for struggling with for aggressive Advantage
"[Battling for aggressive virtue] systematically unravels and explains the complexities of contemporary enterprise and conflict. this glorious e-book will turn out important to enterprise leaders in addition to the tutorial group charged with explaining winning management of enormous organizations."
-General Barry R. McCaffrey, U.S.A. (Ret.), Professor of overseas safety reviews at West aspect and NBC information Commentator
"Colonel Ken Allard does not simply have preferrred army intelligence, his operational brilliance extends to the company global to boot. struggling with for aggressive virtue teaches you that company is warfare and that Ken is the fitting commander-in-chief to keep on with into your small business battles."
-Ron Insana, Coanchor, CNBC's enterprise Center
"In struggle, they do not provide out medals for moment position. In company, as in struggle, you cannot win with out first surviving. [This e-book] bargains the hard-won knowledge from one warrior's global to a different. learn, snort, squirm, continue to exist, and win!"
-Scott A. Snook, affiliate Professor, Organizational habit Harvard company School
"In the post-9/11, post-Enron surroundings, Ken Allard's Ten Commandments of army management are without delay acceptable to cutting-edge company CEOs."
-Tom Petrie, Chairman and CEO, Petrie Parkman & Co.
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Extra info for Battling for Competitive Advantage
In the best cross-disciplinary fashion, Marine generals have been sent on field trips to the f loor of the Wall Street Stock Exchange to study decision making under chaotic conditions. And every year, a group of promising young officers is sponsored by the Secretary of Defense for 11 months of high-level “training with industry,” the better to get a leg up on the latest innovations in organization and technology—an obvious exercise in deus ex IBM machina. What has not generally been recognized is that the opposite is often true—that military executives have some significant advantages over their civilian counterparts.
But, in return for the unquestioned increase in the capabilities of a professional force, there has also been an increased gap between the military and the American people. The reason: fewer and fewer Americans have had any direct experience with—or service in—their military. Although the draft may have made a “people’s” army, the growth of the professional army has ever since produced an army’s army. S. military service, sadly, so are their leaders: senators, congressmen, presidential candidates, and even self-styled media gurus.
44 BUSINESS AS WA R After much coordination, they eventually did just that, but were then forced to classify the new definition Top Secret, effectively defeating the entire purpose of the exercise. (This f lawed procedure was a clear violation of Rule Ten of the Pentagon Action Officer’s Basic Rules of Engagement under which many of us had labored so long and hard: “Always attempt the minimum number of coordinations on any action as you will never be able to get everyone to agree on everything.