These are some selections and notes from a brilliant essay by Dr Chester W Richards about OODA loops and the general application of military know how to business. From “What you really do with OODA loops” :
The key to the military notion of time lies in how practitioners of the art of war view strategy. Great commanders down through the years have used time-based strategy to cloud their opponents’ understanding and destroy their morale so that the battle, if it must be fought at all, is relatively quick and painless. In the language of conflict, we say that they move their opponents where they want them to be. Leaders in business and industry can do the same thing and with similar results. This paper explores this notion, first by looking at what today’s most avant-garde business theorists claim for the concept of time, and then comparing that to what the most successful generals and strategists aim to achieve. Finally, we will the translate the military goals and objectives back into the commercial world and look for examples where it actually worked.
…Building one new business after another, faster than the competition, is the only way to stay ahead.
…a real strategist doesn’t like words like “respond” and is dubious about “anticipate.” These are passive sorts of things…
Now it is true that fast reactions have their place – if your opponent catches you by surprise, for example. Competence in this tactic, such things as staying cool, using the other side’s momentum against them, and so on, form an essential part of any competitor’s tool kit. Problems arise when, as in the above paradigm, reaction becomes the goal of strategy. First, under such an arrangement, if we don’t see anything, we don’t do anything. So much for initiative.