Retail Realities

Rebuilding economic resiliency as brick and mortar goes to pieces.

For years the Oakland, California, suburb of Pittsburg followed a traditional playbook in its efforts to revitalize its downtown: It tried to lure retailers. First, it focused on trying to replace the JCPenney and Montgomery Ward department stores that closed. That didn’t work out.

10 Traits of Highly Agile Companies

June 2021. Gallup. Among all the bad news recently is this positive discovery: German companies are perhaps becoming much more agile.

In fact, Gallup’s Agility Index shows an eight-percentage-point increase — from 9% in 2019 to 17% in 2020 — in German workers who strongly agree their company has the right mindset, tools and processes to respond quickly to business needs.

Flexible Response warfare

Flexible Response, also called Flexible Deterrent Options (FDO), U.S. defense strategy in which a wide range of diplomatic, political, economic, and military options are used to deter an enemy attack.

The term flexible response first appeared in U.S. General Maxwell D. Taylor’s book The Uncertain Trumpet (1960), which sharply criticized U.S. national security policy. Initially designed to thwart communist expansion more effectively, the strategy has become a fundamental principle of American military thinking.fare

JFK – New Look military strategy

The New Look policy, though initially useful, quickly became obsolete with the introduction of inter-continental delivery systems that undermined the credibility of a deterrence threat. The cornerstone of U.S. and European defense strategy was then threatened as the U.S. could no longer rely on nuclear threats to provide security for it and its allies.

John F. Kennedy won the presidency by claiming that the Republican Party had allowed the U.S. to fall behind the Soviets into a missile gap. Upon entering office Kennedy cited General Maxwell Taylor’s book The Uncertain Trumpet to Congress for its conclusion that massive retaliation left the U.S. with only two choices: defeat on the ground or the resort to the use of nuclear weapons.

Technology had improved since massive retaliation was adopted. Improvements in communication and transportation meant U.S. forces could be deployed more effectively, quickly, and flexibly than before. Advisers persuaded Kennedy that having multiple options would allow the president to apply the appropriate amount of force at the right place without risking escalation or losing alternatives. This would improve credibility for deterrence as the U.S. would now have low-intensity options and therefore would be more likely to use them, rather than massive retaliation’s all-or-nothing options.

Flexible Response was implemented to develop several options across the spectrum of warfare, other than the nuclear option, for quickly dealing with enemy aggression. In addition, the survivability of the retaliatory capability was stressed, leading to the diversification of the strategic force, development of the strategic triad, and half the Strategic Air Command force being put on permanent alert status.

The Kennedy doctrine did not include the ability to fight nuclear wars because of the idea that it would undermine deterrence, was technologically unworkable, would fuel the arms race, and was not politically feasible.

McNamara on Flexible Response

Robert Strange McNamara (June 9, 1916 – July 6, 2009) was an American business executive and the eighth United States Secretary of Defense, serving from 1961 to 1968 under Presidents John F. Kennedy and Lyndon B. Johnson.

He remains the longest serving Secretary of Defense, having remained in office over seven years. He played a major role in promoting the United States’ involvement in the Vietnam War. McNamara was responsible for the institution of systems analysis in public policy, which developed into the discipline known today as policy analysis.

Agility Hacks

How to create temporary teams that can bypass bureaucracy and get crucial work done quickly.

In the past 20 years, the agile approach to improving products, services, and processes has swept the business world. Rooted in software development, agile has spread to many other functions, and some companies have turned much of their organization, including the C-suite, into agile teams.

But agile is not suitable for all circumstances, particularly in carrying out the many key operations and functions of an organization that require consistency and efficiency.

This article describes how large established companies can use agility hacks to temporarily bypass their standard processes to act quickly and effectively while leaving the overall system alone.

Harvard ExecEd – Strategic Agility

Facing rapid change—and even unprecedented upheaval—large and small businesses alike must race against time to innovate and adjust their strategies, business models, organizational systems, and cultures.

While some organizations struggle with rapid transformation, many are able to evolve quickly because leaders have built strategic agility into the organization’s DNA. In this live online program, you’ll learn how to become a more strategically agile leader who can help your organization compete and succeed in uncertain times.

25 year career plan

Apple CEO Tim Cook discusses the 25 year plan he developed while a student at Duke University’s Fuqua School of Business and why you should veer away from such plans. Cook spoke as part of his class reunion at the school.

The journey was not predictable. The only thing you can really do is prepare. Ebb and flow. Lots of things change. Have a North Star. Find your journey.

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