Friday, November 30, 2012

Learning About Leadership From The Amateurs

There is nothing like the non-professionals who have never done any dirty work from the field level, telling the other amateur professionals how to be a leader.

If those five virtues ("wise (zhi), trustworthy (xin), humane (ren), courageous (yong) and strict discipline (yan)") of leadership are not embedded in the conscious of the readers, the possibility of understanding it thoroughly is a long shot.

One cannot read something and understand it immediately. It has been suggested that one have to undergo each of the five virtues from a deep "field" experience before studying it from a content perspective. 

To get the tangible view of the Bigger picture, it is important to understand it from a context view. Learning, experiencing and finally leading through example is a difficult process for most amateurs.

Those who lead from the front, are usually the first targets.  Then there are those who lead from the rear, are sometimes the manipulators.  From what position does one begins the act of leadership?

It depends on the Big Tangible Picture (BTP).  Always read the entirety of the BTP before making a decision.  It is that easy.  ... Of course, you have to know how to assess it.  Do you?

If the entirety of the BTP cannot be secured, a process model is needed for the purpose of understanding the risk specifics of their position.

# # #
December 16, 2007
Phenomenon
The Newest Mandarins
By ANNPING CHIN

Lei Bo is a philosophy graduate student in China whose faith is in history, and by habit he considers the world using the thousands of classical passages that live in his head. Three years ago he was studying in an empty room in the School of Management at his university in Beijing when students began to amble in for their class on Sun Tzu's "Art of War," a work from either the fifth or the fourth century B.C. Lei Bo decided to stay. He had taken two courses on "The Art of War" in the philosophy and the literature departments, and was curious to see how students in business and management might approach the same subject. The discussion that day was on the five attributes of a military commander. Sun Tzu said in the first chapter of the book, "An able commander is wise (zhi), trustworthy (xin), humane (ren), courageous (yong) and believes in strict discipline (yan)." 

The students thought that a chief executive today should possess the same strengths in order to lead. But how did the five attributes apply to business? Here they were stuck, unable to move beyond what the words suggest in everyday speech. Even their teacher could not find anything new to add. At this point, Lei Bo raised his hand and began to take each word back to its home, to the sixth century B.C., when Sun Tzu lived, and to the two subsequent centuries when the work Sun Tzu inspired was actually written down.

On the word yong (courage), Lei Bo cited chapter seven of The Analects, where Confucius told a disciple that if he "were to lead the Three Armies of his state," he "would not take anyone who would try to wrestle a tiger with his bare hands and walk across a river [because there is not a boat]. If I take anyone, it would have to be someone who is wary when faced with a task and who is good at planning and capable of successful execution." No one ever put Confucius in charge of an army, said Lei Bo, and Confucius never thought that he would be asked, but being a professional, he could expect a career either in the military or in government. And his insight about courage in battle and in all matters of life and death pertains to a man's interior: his judgment and awareness, his skills and integrity. This was how Lei Bo explored the word "courage": he located it in its early life before it was set apart from ideas like wisdom, humaneness and trust. He tried to describe the whole sense of the word. The business students and their teacher were hooked. They wanted Lei Bo back every week for as long as they were reading "The Art of War."

Scores of men and women in China's business world today are studying their country's classical texts, not just "The Art of War," but also early works from the Confucian and the Daoist canon. On weekends, they gather at major universities, paying tens of thousands of yuan each, to learn from prominent professors of philosophy and literature, to read and think in ways they could not when they were students and the classics were the objects of Maoist harangue . Those inside and outside China say that these businessmen and -women, like most Chinese right now, have caught the "fever of national learning."

Scholars, however, are cautious. They revel in the possibility of being able to study the classical texts without an ideological tether. But they warn that this kind of learning cannot be rushed and does not lend itself to easy adaptation. The classics are not simply primers on how to succeed or lessons in the glory of the Chinese nation. Having survived the ravages of the Maoist era, when Confucius' call to "revive the spirit and the practice of the earlier rites" was derided as "an attempt to reverse the course of history," the classics must not lose their distinction in the hullabaloo of the market economy or under the pressure of globalization.

These scholars are also doubtful that the "fever of national learning" will last. They see it as a political event, staged by party leaders to celebrate national pride. But students like Lei Bo and many of his classmates and friends discovered the joy of reading classical texts long before the political rally began. One friend became enamored with books when he was a toddler, and by the time he was in junior high, he was poring over intellectual and political history from the 11th and 12th centuries. Another was drawn to the sound and beat of classical poems ever since he could remember, and so now he is studying Tang poetry in graduate school. Lei Bo's journey was more tortuous. (Unlike his two friends, whose parents are factory workers and farmers, his father is an environmental scientist and his mother, a librarian.) After being steeped in Marxist education, Lei Bo took a sharp turn in college while he was pursuing a degree in chemistry. He became disenchanted with communism and was deeply suspicious of any political philosophy that encouraged fixation on a single goal without any regard for the grim consequences this could have. He aired his displeasure on a Web site, which led to a brush with the public-security police.

It was readings in Western philosophy that saved him from more serious trouble. Translated works were widely accessible in China when Lei Bo was an undergraduate. Habermas, Heidegger, Arendt, Popper, Foucault and Derrida were all popular then, and now Carl Schmitt and Leo Strauss have been added to the list. Chinese men and women, especially the educated young, are book-hungry, and writings in Western political philosophy offer them several ways out of the firm grip that Marxism has had on their reasoning and their judgment. Lei Bo latched on to Heidegger, who alerted him to the importance of historical thinking and historical imagination; his writings convinced Lei Bo that any experience is inseparable from its past and future.

This, however, does not mean that Lei Bo avoids the more pressing subjects of the day. Now in China, he says, it is the students in law and the social sciences who call for more personal freedom, and it is also this group that sees great promise in the concept of democratic government.

But students studying history and philosophy seem to ask more questions. They want to know whether there is an appropriate way to pursue the idea of freedom; whether this chase, which is often complicated by the tangles of human relationships and life's unwanted circumstances, can become a test of one's interior strength. Learning the texts, for them, is learning to think. Lei Bo and his friends, for instance, found resonance in Confucius' description of freedom at the age of 70: "I was able to follow what my heart desired without overstepping the moral bounds." They thought that this was perhaps the most perfect freedom one could experience.

In speaking with Lei Bo and other students, I've been struck by the clarity of their convictions about China's past and future. They understand why Confucius described himself as a transmitter and not a creator and why he said that he "had faith in antiquity." History does not just provide actual lessons from the past, but, more important for the students, history gives them the chance to consider the right and wrong of human judgment even though the deeds were done long ago. And for this reason, they are taking the long view of their country's future and are reluctant to put their hope in any sort of quick fix or in any ideal, even one that is as appealing as democracy. They want change but are not ready to consider drastic corrections, not until they have absorbed what is stored in their history and cultural tradition. They are not utopians. They want reforms but, for now, only as measures to check the totalizing tendencies of their state. And, some of them ask, was this not the intent of the founding fathers when they wrote the American Constitution?

Annping Chin teaches in the history department at Yale University. Her most recent book, "The Authentic Confucius: A Life of Thought and Politics," has just been published.
Copyright 2007 The New York Times Company

Thursday, November 29, 2012

Achieving Strategic Effectiveness

Strategic Effectiveness occurs: 
(a) when a competitor  implements a play successfully whether their opposition knows about it or not.
(b) when a competitor  implements an unorthodox play successfully especially when their opposition do not know that it is coming.

Q: How does one implements an unorthodox play?
A: It begins by assessing one's situation- the order of the situation, the projected time line of the situation, the configuration of the terrain, the proclivity of the leadership and the standards of the logistics.    .

By weighing the prevailing order of a situation, the successful strategist knows the fundamental  objective and the general tactical approach.  It is that simple.  

The answer is not in your copy of the Art of War.  Ask your local Art of War (AoW) expert if he/she knows how to do it.  ((They could be too busy drinking their diet drink, to know how to do that.) If not, it is time for you to remove their name from your address book. 

Side note
The key to becoming a good decision maker/playcaller is knowing when to stay on course with a certain set of plays or when to exit from it while managing the pressure all within five seconds after the previous play is over.  ...


Monday, November 26, 2012

Compass Trend #26: The Continuous Demand For IPTV and Satellite Technology


Previously we predicted the rise of IPTV.  IPTV  technology is still running hot especially in other regions of our ever-evolving world. While satellite technology is hot, the cable industry is in trouble.  Click here and here for the latest news on the slow demise of cable. 

We also agreed with the experts on OTT.

In summary, IPTV is here to stay.

Side Note
Those who are living and connecting in our ever-expanding mobile economy, will be receiving instant data almost anywhere.  Whether they would be getting valid information is another story.

We believed that the constant demand of instant news, could create deception

When assessing the news, one must think how it connects to the terrain that is beyond one's own settings.  If the information does not connect with the relevant facts, then it is a deception.

Knowing the relevant facts is the challenge for the "low attention-span" crowd. 

A Compass Reminder
Understanding the Big Tangible Picture requires solid information collecting and good strategic assessment skills.  Collecting sound, solid and relevant information is step one. The capital cost would be moderately high.

The next step is transforming well-assessed information into exploitable intelligence. It is a  challenge that most amateurs do not understand.  In most cases, they think that it is so easy.
Minimum risk consequences enables them to say stuff that are totally irrelevant. 

Sunday, November 25, 2012

A Compass View of Some Unique Information Economy Rules

Following are a list of pretty good rules for Information Age Innovation
  • The blue colored text is from Alidade.net
  • The black-colored text are our comments 
The things that surprise you are good indicators of how innovative you are.
Seeing how unrelated things are connected together in an effective way is a better indicator of how insightful that a person is  Being mindfully insightful is the step before innovation.

Amateurs discuss principles and technology, professionals emphasize  process.
In any strategic-driven venture, the amateurs are always talking about the principles of general leadership and the tactical abstract. Talk is their specialty.  (The Cult of the Art of War is famous for that.)

The professionals are centered on utilizing their principles-supported (and rules-based) process models while mastering their logistics. The procedures supported the specific rules.  The specific rules supported the principles.  It is that simple.  

In order to succeed in a chaotic setting, they also built various contingencies strategies to their process model for pursuing opportunities.

"Innovations" that do not improve your process model (or product) more than 3- to 10- fold are mere improvements and not likely worth upsetting the status quo to implement.

A characteristic of Industrial Age processes is that information and decision making are captives of the physical structure.
The successful strategists are usually focused on making decisions that go beyond the physical structure.

Information-rich processes are characterized by and sustained with diversity.
A well-tailored information-rich system that is constantly updated with a diversity of relevant information, will benefits its implementers. 

Successful strategists are constantly assessing the state of their terrain (and beyond) while positioning themselves toward an effective state of influencing.

When diversity is lost, processes typically fail.
All good process models usually possess well-strategized contingency rules. They only fail when people failed to implement the "adjust to evolve" rule.

The criteria of a good process model must be generalized  enough to cover the requirements of the settings. The process model must have the rules that enable the implementers to adjust its scope. 

A brute-force solution wastes money and effort while remaining inferior to more clever solutions.
A solution with a limited scope, usually have negative impact when . Building and implementing a clever solution begins by seeing the big tangible picture of one's grand settings and beyond.

All the information about a system is contained within the system. Extracting the information properly and acting on it, is the most difficult task facing the chief decision makers.

The most trivial type of information in an information-rich process is the location of the physical elements.
The other trivia are people's opinions and gossips.

Prediction and causality have useful meanings in Industrial Age processes but are problematic for information-rich processes.
Sometimes, people make predictions without any sheer evidence. Their claims are worthless. The Dao De Jing declared that those who know how, do not say.

Simultaneously, we are overwhelmed with mountains of "high noise and low signal" information that possessed the value of near-zero.

The keys to prevailing over this situation are:
  • Know the approach for collecting the right data; 
  • Know the approach for assessing the data strategically; and 
  • Know the approach for staying focused while avoiding contentment.
Information Technology has about as much to do with Information Age processes as the internal combustion engine has to do with Industrial Age processes (See Rule #2).
It should be obvious.

The Laws of Physics still hold. Particularly for information.
The physical laws of one's settings (and one's own technology) should always prevail over the scope of any information.

If you want a new idea, read an old book
To discover a new idea, read a classic that well-respected experts have considered as a super text. (Make sure it is a relevant translation.)

During your reading, focus on how things work and how things are connected.  It is that simple. The other alternative is to walk around and be aware of one's own settings.  


Food For Thought
Q: If your competition has a similar toolbox (resources, process, etc.) like yours, what would you do to gain a strategic advantage? 

Side notes

When efficiency hits its limitation, innovation becomes the immediate goal. The chief decision makers must now focus on the building of  a special tool that provides a higher performance standard to the users. When a high quality tool can be configured to many unique situations, the user now has a grand advantage against their competition.

Friday, November 23, 2012

The Aftermath of Poor Strategic Assessment

From SF Gate.com
" ... Among the most bitter disputes between the two cities is over library services. Piedmont pays Oakland $350,000 annually for the use of its libraries. In 2011, Oakland, facing severe budget cuts, slashed library services and asked Piedmont to increase its share to $395,000 annually. After all, Oakland taxpayers pay $20 million a year, or about $50 for every resident, to support the libraries. Piedmont residents, by comparison, pay just $35 annually.
Piedmont said no, on the grounds that any California resident can obtain a free Oakland library card, and theoretically Piedmont isn't required to pay anything at all. After months of negotiations, Piedmont still pays just $350,000.  ..."

A Deal is a Deal
The well-to-do citizens of Piedmont always had very experienced lawyers who could out-strategized  Oakland's under-experienced lawyers with minimum effort. 

By assessing the data in terms of the Five Critical Factors, the Oakland lawyers would not have made the blunder of agreeing to a static number.   (Somewhere deep in our blogs, one might find the specifics behind our interpretation of the Five Critical Strategic Factors.  ... The basics can be found in the first chapter of the Art of War. Knowing how to use it for assessing the Big Tangible Picture is a special arcane skill that most members from the Cult of the Art of War do not possess. They are too busy memorizing all 300+ principles.)

Those who cannot think and strategize ahead regarding to connecting the specifics to the Big Tangible Picture, usually falter in their implementation.
  
Establishing a self-serving deal is 9/10th of the game.  ... Escaping with it is the other 10th.  ... 

In summary, "the letter of the lawful deal" overrides "the spirit of the deal."

Saturday, November 17, 2012

The Perfect is the Enemy of the Good

There is a time and a place for being perfect. While most people are focused on being good. Their definition of good can be a bit pathetic.   Especially, when some of them are trust fund babies. 

When the competition is very good, one must be  focused on being better.

Follow this Compass rule for staying ahead of the competition, will increase the scope of one's strategic position.

In a complex competitive setting, the amateurs sometimes know their objective and their approach. The fools are usually good at that.  Knowing how to adjusting those points to a larger situation with extreme strong competition is the challenge. 

It all begins by assessing the Big Tangible Picture.  Know the specifics of the situation and beyond before making a strategic decision.

Sunday, November 11, 2012

The Art of War's Chapter 13: Gathering Intelligence

Intelligence gathering is always in motion. One can see it from one professional sport to another.   It also happens in politics and business.

This is how the game is being played in a competitive economy.  

Is it ethical?  This depends on how one practices the art and the science of gathering intelligence. 

Exploiting the intelligence in a productive mode is another story.

Gathering Intelligence in the Information Economy
On the web, elite class business rivals usually visited each other and see nothing.  The context is generalized. The numbers could be deceptively published. How do they get the strategic advantage?

Start from ground zero and begin your journey by reading Chapter 1 and Chapter 13 of the Art of War. Connect the content between those two chapters and the other chapters through the use of the various strategic factors and you might reap the rewards.  You might also understand the framework of our process model.  Some parts of it could be found here.

The Fallacy of The "Planning to Win" Approach
The planning stage of any strategy is worthless if the researched information has minimal value. One can only adjust so far especially when the timeline factor and the resources factor become prevalent.

Eighteen months ago, we met amateurs who claimed that they can plan their way to a victory. Their concept of scheming and planning was near-perfect. They believed that their plans will prevail repeatedly. 

It helped that these  "wonder kids"had the advantage of a rich uncle.  They  sometime practiced the  micro approach of "one shot one win" or  the approach of "adjusting to the situation until it is right."  Both approaches become worthless if the tactician does not comprehend the rate of change and the possible adjustment strategies of the opposing  tactician.  

In rare situations, they were defeated by another competitor, with less resources. Their usual reasoning was that it was an incident of bad mojo or poor mindful awareness.  

Grinding, grounding and pounding was their usual style.  They definitely did not practice the Li Quan view of contesting.

Sooner or later, these amateurs will meet a strong competitor who has greater resources and smart strategic thinkers.  Then they will realize that their "kitchen sink" approaches do not always work.  There is a small possibility that their stronger competitor will not be gracious.

Thoughts From The Compass Desk
The Art of War essay or any of the popular strategy classics do not really explain how to operate in this situation.   So, what is the  answer?  

Do you think that the so-called strategy experts possessed the answer?

Send us a message and we might tell you.