Tag Archives: normandy

Overcoming team, enterprise, and self analysis paralysis – Battlefield Leadership series

The Only Thing Wrong with Nothing Happening is the Fact that Nothing is Happening

A leader must be effective in the following tasks:

  • Invigorating a unit with disparate needs.
  • Managing time. There is always something a leader can do. Always.
  • Self confidence. Leaders must trust their instincts and previous experiences.
  • Innovation. When confronted with a situation different than planned, a leader needs to devise a new plan of attack.

The battle at Utah Beach demonstrates this with Roosevelt’s commands upon landing in the first wave. Roosevelt succeeded by leading the troops and deciding on the next actions quickly according to factors of the time.

Port en Bessin

Business Reflections…

As a leader of self, family, and business one must adopt these principles. The ability to positively effect these three factions is paramount to success. To succeed in life, one must adopt the following capabilities:

  1. Recognition of scenarios.
  2. Energy to execute.
  3. No hesitation, no analysis; paralysis avoidance.
  4. Foresight, having vision on the second step and continuing forward.
  5. Escaping the echo chamber of the mind and protocol.

 

What is Battlefield Leadership and what is this series about … 

As part of my pursuit to learn and grow, I sought out the excellent management training team at Battlefield Leadership. I am professionally leveraging this across multi-million dollar projects I am overseeing (currently I am the lead executive building global compliance and security programs specifically in the online services / cloud leader space). Personally I am bringing these lessons to bear within my pursuits to cross the chasm. To often I see brilliant technical individuals fail to communicate to very smart business leaders and to the common person on the street. My new book – How Not to be hacked seeks to be a first step in bringing deep information security practices beyond the technologist.

Most exciting the Battlefield group for this training placed it in Normandy France. This allowed for senior executives to be trained in a setting where serious decisions were placed by both sides, and each provided a lesson. This series represents my notes (that I could take down) and takeaways. I share to continue the conversation with those great individuals I met, and with the larger community.

Kind regards,

James

Amateurs Study Strategy; Experts Study Logistics – Battlefield Leadership series

Angoville ChurchIn the business world, the military analogy “Amateurs strategy; experts study logistics” emphasizes the importance beyond the initial success of a surge effort. Specifically, in relation to D-Day, the analogy shows the importance of establishing a port to provide fuel, reinforcements, ammunition, food, and supplies to the troops. The initial Normandy invasion of 135,000 troops required a daily landing of 15,000 tons of supplies a day and as the presence increased so did the supplies. Thus, the Allies were forced to secure a port.

The Allies chose to build two ports and bring them to the coast of Normandy. This allowed them the opportunity to establish a port at an area that was not heavily fortified (the Germans defended port locations closely). This out of the box thinking allowed the Allies to achieve the objective and support the ongoing mission on land.

Business Reflections…

The importance of innovation and ability to think beyond the traditional structures is sometimes the only pathway to success. Think about Uber, Amazon, and other disruptive methods of transacting business. Each approached the same objective (black cars, books for reading), but achieved the ‘big picture’ in a manner not conceived viable by the incumbents.

The key elements to achieve innovation from lessons at Arromanches:

  1. Focus on the objective and not the details on ‘how.’ This allows for iterations on methods while maintaining the continued support structure.
  2. Establish a team with a leader to drive the innovation. The team should be organized differently than the primary organization. This was done in Britain and allowed the the Skunkworks group to succeed. The Skunkworks failed the first time and were reorganized in a new team to finally reach success.
  3. Plan redundancy. Two Allied piers were built. One of the piers was destroyed by weather (an identified risk), but luckily there was still one standing and supported the logistics for many months.
  4. Demonstrate success capability through detailed analysis. To allay counter arguments, it is necessary to present a clear and evidence-supported case proving how the solution will be successful.

The Supply Chain

Here are a few generally obvious but necessary statements on the make-up of supply chain. The service of the business and the delivery of product depends upon the inputs. These inputs are as important as the final work product. Failure to receive any input or damage of an input will lead to failure in the market. Each input must meet the integrity, quality, and security standards of the product it seeks to become.

Suppliers need to posses integrity to ensure the inputs are not damaged, sabotaged, or fraudulent. The reliability and availability of the inputs need to be vetted with redundant providers and consideration of every part of the delivery channel is key. For instance, regarding a Cloud service provider hosting data: what are the ISPs, routers, equipment, regional laws, etc. that effect this delivery of such a service?

A business must be able to achieve entry into a market category and sustain it! It is not enough to put a toe in the water, but rather sustain the patience and capability to grow in the market. Success is achieved through building scales into the business architecture and forming teams that are innovative and strong enough to become the senior management and leads.


What is Battlefield Leadership and what is this series about … 

This is the fifth paper in this series. As part of my pursuit to learn and grow, I sought out the excellent management training team at Battlefield Leadership. I am professionally leveraging this across multi-million dollar projects I am overseeing (currently I am the lead executive building global compliance and security programs specifically in the online services / cloud leader space). Personally I am bringing these lessons to bear within my pursuits to cross the chasm. To often I see brilliant technical individuals fail to communicate to very smart business leaders and to the common person on the street. My new book – How Not to be hacked seeks to be a first step in bringing deep information security practices beyond the technologist.

Most exciting the Battlefield group for this training placed it in Normandy France. This allowed for senior executives to be trained in a setting where serious decisions were placed by both sides, and each provided a lesson. This series represents my notes (that I could take down) and takeaways. I share to continue the conversation with those great individuals I met, and with the larger community.

Kind regards,

James

 

Product development – Battlefield leadership series: WN60 – defensive positions by Germans at Omaha Beach

Leading up to the invasion of Normandy (read this book on the topic, 2 week perspective shifting emotional journey), the leaders of each side had differing ideas about when an invasion should and would occur. The Allies came to the conclusion of low to mid-tide times, and the Germans believed that that the Allies would prefer to invade during high-tide.

The Germans built obstacles around the Omaha Beach shore. They created mines throughout the beach that would be hidden during high tide. Based on gun placements along the cliffs, the Germans were confident that this would be ideal in protecting their own. After preparations were finished, the Germans had dozens of gun placements providing criss-crossing machine gun fire over the entirety of Omaha Beach. As history shows, the Allied casualty rate indicates exactly how successful these gun placements were.

In preparation for attack, the Allies took the opposite perspective. Low tide provided easy exit pathways later at high tide. Low tide also allowed the Allies to see the obstacles, carefully avoid them, and easily destroy them. During the battle, the removal of obstacles allowed for a continued steady landing of forces after the initial invasion.

The Allies won; they got Omaha Beach. They were able to exploit gaps in the German defensive strategy through the application of carefully planned actions.

Business Reflections…

In a free market world, there is always someone who sees an opportunity that others do not. The advantages to each opportunity are weighed and measured. The result can be great or completely opposite. During the invasion of Normandy, fire from the Germans required the infantry on the ground to adjust from the original plan (most Allied troops were landed in the wrong zones, without the equipment they needed, and the general leadership structure was fractured due to the loss of so many soldiers at the landing). This ability — the ability to go off course of the original plan in order to find success in the heat of battle — is crucial to businesses and their teams.

Leaders are not always on the ground and cannot be effective if the teams have to seek out answers prior to taking an initiative. The successful Allies learned from prior landings to implement the following (all applicable to businesses as well):

  1. Training, a lot of training. The troops were trained clearly, relentlessly, and aggressively. The training included hands-on challenges with similar landscape and environmental hurdles.
  2. Building culture. Teams, squads, packs, etc. of individuals were grouped together, in most cases, since enlisting. These groupings created mass cohesiveness and inspired troops to push themselves and their fellow soldiers further than they thought possible (as in the desire to ‘stand strong in front of their comrades’).
  3. Unit command – localized leadership and decision making allowed for the teams to respond, re-group, and deploy without micro-managed leadership (the Germans required authority to engage and move assets, and thus were to late in being effective in resisting the invasion force).

Leaders must consider how they are embracing the above, and how they have made themselves leaders instead of micro-managers with teams executing check-sheets. 


 

What is Battlefield Leadership and what is this series about … 

This is the second paper in this series. As part of my pursuit to learn and grow, I sought out the excellent management training team at Battlefield Leadership. I am professionally leveraging this across multi-million dollar projects I am overseeing (currently I am the lead executive building global compliance and security programs specifically in the online services / cloud leader space). Personally I am bringing these lessons to bear within my pursuits to cross the chasm. To often I see brilliant technical individuals fail to communicate to very smart business leaders and to the common person on the street. My new book – How Not to be hacked seeks to be a first step in bringing deep information security practices beyond the technologist.

Most exciting the Battlefield group for this training placed it in Normandy France. This allowed for senior executives to be trained in a setting where serious decisions were placed by both sides, and each provided a lesson. This series represents my notes (that I could take down) and takeaways. I share to continue the conversation with those great individuals I met, and with the larger community.

Kind regards,

James

 

 

 

Innovating and penetrating the market – Battlefield Leadership Series – lessons and thoughts

Longues Sur Mer

At this location on the coast of Normandy you can see the immense naval guns setup to attack oncoming ships in World War II. The Germans expended resources and relied heavily upon on these guns in their defensive strategy. Unfortunately for the Germans, the treatment of the workers and locals, the sheer lack of natural intelligence, and exposure of building such vast emplacements was their downfall.

The Allies often received intelligence on the exact positions of German construction. This was provided by those building and living in the area. Specifically, a local farmer boy who was blind and actually counted each step precisely and then supplied locations through the French resistance and Allied intelligence networks.

The result was a gap in the German defensive strategy, a waste of resources, and ultimately, a failure to defend the coast.

Business Reflections: Innovating and Penetrating the market…

  • How are you establishing a product development strategy and running your business as a whole?
  • Are there defensible attributes that you deem critical, and how can they be routed?

Practical example: In the information security and intellectual property sector, there are very real threats and running a secure business requires constant new methods of defense.  How have you reevaluated these based on the shifts internally of your business and the known threats in the market itself? How did this analysis compare to prior years, and how have the effectiveness of your defenses proven?

From a product innovation perspective – are you developing in features from the highest and lowest levels? What are the high impact:low development efforts underway, and what could be added. Product and innovation requires views on the long and short run – to often we make complexity because we are able to handle complexity, when sometimes the user really only needs something less complex.

Leadership requires action:

Simply acknowledging the risks and accepting the situation does not prevent disastrous outcomes.


 

What is Battlefield Leadership and what is this series about … 

As part of my pursuit to learn and grow, I sought out the excellent management training team at Battlefield Leadership. I am professionally leveraging this across multi-million dollar projects I am overseeing (currently I am the lead executive building global compliance and security programs specifically in the online services / cloud leader space). Personally I am bringing these lessons to bear within my pursuits to cross the chasm. To often I see brilliant technical individuals fail to communicate to very smart business leaders and to the common person on the street. My new bookHow Not to be hacked seeks to be a first step in bringing deep information security practices beyond the technologist.

Most exciting the Battlefield group for this training placed it in Normandy France. This allowed for senior executives to be trained in a setting where serious decisions were placed by both sides, and each provided a lesson. This series represents my notes (that I could take down) and takeaways. I share to continue the conversation with those great individuals I met, and with the larger community.

Kind regards,

James