Combatants seek to seize the initiative, generate tempo, and maintain momentum to produce a decision. They are required to operate in uncertainty and ambiguity; a comprehensive picture of their own capabilities, that of the enemy’s state and disposition, and the broader operational environment is all but impossible to achieve. The Military Decision-Making Process provides structure and guidance to planners (the staff) and decision makers (commanders) and enables commanders and their staff to take decisions, react to setbacks, seize opportunities, and operate in a contested and dangerous space.
Critical to generating tempo is the need to both operate – running the current battle – and plan – fighting the future battle – concurrently. Militaries achieve this by dividing the staff and resourcing both efforts appropriately. Commanders set direction and provide an overarching intent along with a desired, or stipulated, end state. The operations team will then execute the plan and fight the current battle, while the planning team seeks to prepare for the next operation.
Fighting the future battle is a complex job: the future is uncertain, and the enemy (and other factors) have a say in how it plays out. Planners try to judge where will the battle be at the end of the current operation, what forces will remain available and in what state. An array of analytical tools, frameworks, military judgements, most likely and most dangerous courses of action, and planning assumptions are employed to achieve this.
Comparisons or analogies between the military and commercial/corporate world are often invidious but, there are parallels between the military and civilian worlds:
Overcoming the complexities of running a business while simultaneously driving transformative change presents a significant challenge. Drawing from military parallels, where structured approaches and distinct roles are critical, we can identify several strategies and best practices for businesses to adopt. However, the application of these principles in the corporate world requires adaptation and innovation to fit different organisational contexts.
Structured Roles and Resourcing
In the military, clear structures and roles are crucial for success. Distinct teams are designated for current operations and future planning, ensuring that both aspects receive the necessary focus and resources. For businesses, adopting a similar approach is considered best practice. However, due to resource constraints and organisational differences, it may not always be practical to have dedicated teams for operations and transformation.
Ring-Fencing Time and Creating Virtual Teams
When separate teams are not feasible, businesses can ring-fence time for transformation activities. This involves allocating specific periods during which key persons focus solely on strategic planning and change initiatives, away from their daily operational responsibilities. Creating virtual teams, composed of members from different departments, can also facilitate transformation. These teams can work collaboratively on change initiatives while maintaining their regular roles, ensuring that operations continue smoothly.
Empowering Senior Leadership
Empowering senior leaders to drive change is another effective strategy. In the military, commanders set the direction and provide direction for both current operations and future planning. Similarly, in business, senior executives can take on dual roles, overseeing both the operational and transformational aspects. By empowering these leaders with the authority and resources to lead change, businesses can ensure that transformation efforts are aligned with the overall strategic vision.
Outsourcing Elements of Operations or Transformation
Outsourcing certain elements of operations or transformation to third parties can free up internal resources and allow senior leadership to focus on their priorities. For instance, outsourcing routine operational tasks can enable leaders to dedicate more time to strategic planning and innovation. Conversely, bringing in external consultants to assist with transformation initiatives can provide specialised expertise and fresh perspectives, speeding up the change process with less impact on ‘business as usual’ activity.
Integrated Planning and Execution
Integrating planning and execution helps with collective understanding, momentum and ensuring that transformation initiatives are practical and achievable. Just as military planners work closely with operations’ teams to refine and execute plans, businesses should ensure there is close collaboration between departments and front of office/back-office teams. This integration helps bridge the gap between strategy and execution, ensuring that during the transformation, the true state of the operation is understood and initiatives can be implemented effectively.
Promote a Culture of Agility and Resilience
Transformation efforts can be disruptive and often you will encounter resistance. Getting more agility and resilience within your organisation can help overcome these challenges. In the military, resilience is built through rigorous training and a strong sense of mission. Businesses can help develop these qualities by promoting a growth mindset, encouraging innovation, and providing continuous learning opportunities. An agile and resilient workforce is better equipped to both adapt to and sustain changes through the transformation journey.
Leveraging Technology and Data
Technology and data play a critical role in both military operations and business transformations. Businesses of course are more than ever using advanced technologies, such as artificial intelligence and data analytics, to provide valuable insights and enhance decision-making. As a business, value can be derived from identifying trends, and then anticipating, and optimising operational activities and strategic plans. A technological edge can, with no doubt, be a key enabler for successful transformation.
And to use the military parallel, are you winning or losing? At BDO Jersey, our Management Consulting Services (MCS) practice engages closely with clients, understanding your business goals, challenges, and opportunities. Our differentiator lies in being a long-term trusted partner, seamlessly integrating expertise from all our practice areas, providing a true multi-disciplinary approach. Significant change can often meet resistance. Our Advisory division has extensive expertise in change management to help navigate organisational complexities. We develop comprehensive plans or playbooks, encompassing communication strategies, stakeholder engagement, and risk mitigation. Our goal is to ensure a seamless transition and minimise disruptions.
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