Hope Is Not a Method: What Business Leaders Can Learn from America's ArmySince the end of the Cold War, the United States Army has been reengineered and downsized more thoroughly than any other business. In the early 1990s, General Sullivan, army chief of staff, and Colonel Harper, his key strategic planner, took the post-Cold War army into the Information Age. Faced with a 40 percent reduction in staff and funding, they focused on new peacetime missions, dismantled a cumbersome bureaucracy, reinvented procedures, and set the guidelines for achieving a vast array of new goals. Hope Is Not a Method explains how they did it and shows how their experience is extremely relevant to today's businesses. From how to stay on top of long-range issues to how to maintain a productive work force during times of change, it offers invaluable lessons in leadership and provides proven tactics any business can implement. |
Contents
| 17 | |
CHAPTER 3 | 39 |
CHAPTER 4 | 57 |
Downsizing Using Stories to Reinforce Commitment k Redefining | 75 |
Writing | 94 |
CHAPTER 7 | 111 |
Team of Teams Building a Team Talking to Ourselves + Distributed | 125 |
CHAPTER 9 | 147 |
Overthrowing Success | 167 |
Demonstrating the Future Every Organization Has a Sine Curve | 187 |
Disagreement Is Not Disrespect + The Learning Organization | 208 |
CHAPTER 13 | 225 |
Moving Forward k Strategic Architecture for Change k Succeeding | 240 |
Appendices | 253 |
References | 273 |
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Common terms and phrases
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