- The army believes in the doctrine of the “Warrior and a Winner”.
- In the battlefield, the “Winner Takes it All” and there’s no space for the second-best
- The army rewards failure.
- Only leaders who have the courage to swim against the tide make mistakes.
- No good officer is written off for making mistakes or taking initiative that goes awry as ingenuity and creativity are important to improve processes.
- The army believes that no plan survives the first engagement, howsoever brilliant it is.
- Changes have to be incorporated after the enemy faces the first offensive and counters it.
- It’s important to be dynamic and flexible in decision-making
- The army believes that money can’t bind an individual to an organisation.
- The ethos, work culture and scope to achieve satisfaction are more important Army leaders follow the dictum, “Know the way, show the way and go the way”
- The army follows the “directive style of command” where junior leaders don’t have to look over their shoulders at every stage of the battle.
- Flexibility and individual empowerment are important and bureaucracy doesn’t work in the battlefield The army doesn’t quantify productivity and the system of motivation is not based on monetary considerations.
- Esprit de corps, camaraderie, regimental pride, act as motivators
- The army recruits through trial by fire and at the boot camp where the best and fittest survive.
- Many officers leave the Army mid-way as they can’t be promoted or are not the best In the battlefield, speed and boldness is more important than perfection. Indecisiveness can be a fatal flaw.
- An average decision taken on time can carry the day while a brilliant decision that came late can result in defeat. The key is to pre-empt the enemy The army believes sending its officers back to school to keep them updated.
- A high-flying officer goes to top-notch defence colleges every two to three years
Sunday, September 4, 2011
Corporate Lesson from the Battle Field
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