It's not cricket!
Do you understand why the rules of the game have changed? They have! So, why does everyone act like nothing has changed?
During the second world war, Winston Churchill became famous for pioneering the strategy of ungentlemanly warfare. This meant he gave resources and support to special operations to utilize guerilla tactics and acts of sabotage against the enemy. Disrupting communications, logistics, and transport were essential features of this campaign. Section D; think Long-Range Desert Group, Special Air Service, Commandos, Parachute Regiment, Special Boat Service, plus other specialist teams.
The stand-out characteristic of these groups was their people: they were misfits; I mean this in the good sense of the word. That is, each of them operated outside the generally accepted norms and values of typical military operations. It was almost a point of pride that they did not follow the military code in terms of dress, communication and following orders. They were not servants subject to command and control in the normal sense of the word. They worked outside the formal military bureaucracy and made up their own rules. At times, their orders were specific in terms of achieving objectives. But their chosen methods of implementation were down to them. They didn’t check in each time they needed to make a decision. They worked it out themselves. Not only that, but they solved problems, created strategies, executed plans, and overall created a legend and the inspiration for similar clandestine special operations the world over.
What’s least understood is the vociferous opposition to the spec ops guys. The military bureaucracy — from generals to middle management — detested these organizations. There existed in the mind of the general public, senior military staff, government misters, and civil service the notion that warfare had to be sporting; giving the other chap a chance to fight back. Not to do so was cowardly and ungentlemanly.
The chapter on Dirty Thinking in Churchill’s Ministry of Ungentlemanly Warfare by Giles Milton really reveals the cultural roots at work that warfare should be governed by rules.
“Not the Gentleman’s Way of War.
The title of the book alludes to the debate that occurred during the war about what was appropriate as a strategy and tactic and what was not. Many members of the British defence establishment were not in favour of this new type of warfare — considering it not the way of gentlemen, but of thugs and bandits. The chapter entitled “Thinking Dirty” explains the resistance the UK military had to unconventional warfare — the use of guerillas, partisans, saboteurs, and assassins…
Red Tape and Bureaucracy.
Milton also provides an understanding of the bureaucracy and red tape that these special operations warriors faced from the ‘established’ defence structures… Winston Churchill was a staunch supporter of special operations during the war. He actively supported these activities with moral and financial support and beat back the opposition mounted by the military establishment and bureaucrats.”
Whilst Milton is in particular writing about the SOE (Special Operations Executive), the military and civil service machine’s attempts to block and handicap were the same for almost all specials operations across the board (see Ben MacIntyre, SAS Rogue Heroes and The Long-Range Desert Group by David Lloyd-Owen).
So, fast-forward to the 21st century
The business environment, favors speed and creativity.
Traditional model of command and control hierarchies are struggling.
It is almost beyond obvious that unless you master agile organizational principles, you will probably fail.
“Being an agile organisation means quickly redirecting your teams and prioritising more value-creating opportunities. Agile is all about creating a frictionless work environment. And that’s why team dynamics win over team management.” — IMPACT, 2022
So, why are organizations still playing with an old game plan?
It is a good question?
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