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Best Fighter Pilots Thrive & Survive On OODA - How They Excel From The Cockpit To The Boardroom

 


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Winning fighter pilots have this phrase, George Stalk reported last month in the Globe and Mail, and he further elaborates on this behavior that separates winners who twisted, turned, sped then braked until they saw their enemy combatant shoot past them in horror, get him square in front, line, fire; spin away quickly from his brothers getting a bead on you from behind, swing wildly out in their midst, climb, circle and began again.

This was the classic dog fight and has rather gone out of fashion at the present, more our side's space age jets being fired on by their ground to air missiles from isolated retreats. At any rate, you might want to remember their mental agility as well as their physically perfectly shaped bodies make them men among men, our chosen best, and their plan code name is OODA.

Observe, Orient, Decide, Act. Observe: George phrases their rapid action in corporate terms, as some of these pilots have applied their successful life saving, and killing, activities from the cockpit to the boardroom. So, I first have us listen to their talk, and then my comments will follow each of their technical talk; which makes me feel as if we are all computer chips. As George says, across most businesses, time spent to complete a service and deliver to the customer is only a fraction of time spent in less productive ways to make this happen.

During the 95 percent of the time a product or service is not receiving value while in the value system, the product or service is waiting. The Observation: companies that attack the consumption of time in their value-delivery system experience remarkable performance improvements.

To me that says that most systems, and most of us, could be way more efficient.

Orient: George makes the point that “The waiting time has three components, the “3/3 Rule". Time is lost waiting for for: 1.completion of the batch a product is part of: 2.completion of the batch ahead of the batch; 3. management to get around to making and executing the decision to send the batch to the next step of the value adding process. Generally the 95 to 99.95 percent of time lost divides almost equally between the three categories.

The Orientation: Growth rates of three times the industry average with two times the industry profit margins are achievable". Again, we do see it, chaos in the process of getting us widgets all in formation, bosses making decisions way too late, excuses, over runs.

Decide: I prefer when the study looks at a specific subject such as efficient Finnish forestry companies that can deliver computer paper to stores in America with Canada's vast forests nearby. Several recent articles deal with several Finnish manufacturers of wood products from the woods to refined products, and how they have fended off inexpensive Asian labor and high duty from the vast Russian forests nearby and closed to them by massive Russian tariffs.

Yet the Finns deliver bargain printer paper to us in Canada and America. How they can do this and make huge profits, we discuss in a series of articles coming.

Act: Again, George continues with the inspiring case of self survival by the Finns, forests once long ago depleted, Russia's vast forests nearby closed to them. This quick response time to specific orders from customers, and their streamlined systems that had the unions cooperate with the forest giants to shut small, isolated, unproductive mills, with government and corporate cooperation helped re educate and find new jobs for those affected.

With cooperation of industry, unions and all levels of government, all were re trained and found better jobs in a more central town where the most up to date mills, or cell phone factories keep a northern people living a high standard of living, and adjusting, as change happen, forests regrow, Finns adapt. We could learn from people who long ago chopped down all their trees, have learned to nurture them back for a life for all.

Observe, Orient, Decide, and Act loop them back to trees, husbandry and wifery, OODA works.

Derek Dashwood

Derek Dashwood enjoys searching out hidden news items that are shaping us and our future, but often go unnoticed by most of us; such as the irony of the 1969 Moon Landing that would change all, and changed nothing. While nearby the U. S. Military was performing enormous human service by forcing Stanford and other universities to create the Arpanet, in case of Soviet nuclear annihilation the information of western civilization would not be lost and America could rebuilt. And now others create our Cloud Vision future, whereby the power of the world's computers will make all our lives better, is very good news. The future and all our worlds expand and let us use it wisely for the betterment of all. I talk these ideas at my site DashforPower

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