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The Marine Corps Way: Using Maneuver Warfare to Lead a Winning Organization
"The book makes a convincing case that battlefield techniques really do work in the business world." --Fortune "A colorful, entertaining, and highly effective way of conveying some powerful lessons along with lots of very interesting military history." -- Miami Herald
256 pages, Paperback
First published January 1, 1955
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Displaying 1 - 7 of 7 reviews
July 23, 2009
This was a quick, easy read, and did a good job of applying the seven principles of maneuever warfare to business applications. However, it was a little simplistic in the analyses of those applications, and a little to brief in providing supporting examples. While there were many good examples offered, most left me wanting to know more about the why and the how.
July 23, 2022
Quick and easy read. Mapped the principles of warfare to business principles. I meant to read a different book, but once I started this I figured I may as well finish (audio book while running mostly).
Biggest 2 take aways - combine speed and surprise and be ready to make on the spot decisions.
Biggest 2 take aways - combine speed and surprise and be ready to make on the spot decisions.
July 25, 2008
The Marine Corps Way: Using Maneuver Warfare to Lead a Winning Organization
Jason A. Santamaria, Vicent Martino, and Eric K. Clemons
McGraw-Hill
The authors explain how the basic principles of “The Marine Corps Way” can help all other organizations to train managers at all levels on how to apply the tactics and techniques of maneuver warfare to achieve overwhelming results in an increasingly competitive market environment. The material illustrates the power of maneuver warfare and explains how to apply it effectively. There are seven guiding principles: Targeting Critical Vulnerabilities, Boldness, Surprise, Focus, Decentralized Decision-making, Tempo, and Combined Arms. Of course, most of these same principles were introduced more than 2,500 years ago by Sun Tzu in The Art of War. However, many readers may appreciate having the same principles examined within a contemporary frame-of-reference. As the authors explain, the U.S. Marine Corps has three leadership “pillars”: Setting an example (correct in all respects) for others to follow, Taking care of those who are led, and fulfilling the leadership development of each and every member of the organization. The Marines effectively cultivate a sense of exclusively (i.e. “The Few”) and pride. Upon arrival for basic training, Marine recruits immediately realize that they will be held accountable to very high standards for conduct and performance and these standards are strictly enforced. Formal training and physical conditioning are intense. Every effort is made to get each recruit through to a satisfactory conclusion of boot camp but not every one does. To paraphrase, “Few are called and even fewer chosen.” In the business world, few organizations seem to achieve or at least sustain comparable morale, commitment, loyalty, and pride among those in their workforce. In this book and in Semper Fi co-authored by Dan Carrison and Rod Walsh, senior-level business executives will find a wealth of information and counsel revealed by The Marine Corps Way as well as specific “lessons” to be learned from it.
Jason A. Santamaria, Vicent Martino, and Eric K. Clemons
McGraw-Hill
The authors explain how the basic principles of “The Marine Corps Way” can help all other organizations to train managers at all levels on how to apply the tactics and techniques of maneuver warfare to achieve overwhelming results in an increasingly competitive market environment. The material illustrates the power of maneuver warfare and explains how to apply it effectively. There are seven guiding principles: Targeting Critical Vulnerabilities, Boldness, Surprise, Focus, Decentralized Decision-making, Tempo, and Combined Arms. Of course, most of these same principles were introduced more than 2,500 years ago by Sun Tzu in The Art of War. However, many readers may appreciate having the same principles examined within a contemporary frame-of-reference. As the authors explain, the U.S. Marine Corps has three leadership “pillars”: Setting an example (correct in all respects) for others to follow, Taking care of those who are led, and fulfilling the leadership development of each and every member of the organization. The Marines effectively cultivate a sense of exclusively (i.e. “The Few”) and pride. Upon arrival for basic training, Marine recruits immediately realize that they will be held accountable to very high standards for conduct and performance and these standards are strictly enforced. Formal training and physical conditioning are intense. Every effort is made to get each recruit through to a satisfactory conclusion of boot camp but not every one does. To paraphrase, “Few are called and even fewer chosen.” In the business world, few organizations seem to achieve or at least sustain comparable morale, commitment, loyalty, and pride among those in their workforce. In this book and in Semper Fi co-authored by Dan Carrison and Rod Walsh, senior-level business executives will find a wealth of information and counsel revealed by The Marine Corps Way as well as specific “lessons” to be learned from it.
June 12, 2008
Fascinating disclosure of maneuver warfare (Marines) and applications to competitive business. The tactics appear eerily similar to that of the Enemy mentioned in St. Ignatius' Rules for the discernment of spirits. Maneuver warfare represents (according to Warfighting):
"A state of mind bent on shattering the enemy morally and physically by paralyzing and confounding him, by avoiding his strength, by quickly and aggressively exploiting his vulnerabilities, and by striking him in a way that will hurt him the most."
As the author mentions, "the objective is not to destroy the adversary's forces but to render them unable to fight as an effective, coordinated whole."
I can also see the similarities in my martial arts training ~ our self defense is focused on neutralizing the threat; that is, rendering the attacker unable to fight/cause further harm to me or those I am protecting.
Though I didn't always see the alignment with the business cases picked for illustrative purposes, I did find the book very useful in understanding a very specific approach to managing several conditions that shape conflict: friction, uncertainty, fluidity, and disorder.
"A state of mind bent on shattering the enemy morally and physically by paralyzing and confounding him, by avoiding his strength, by quickly and aggressively exploiting his vulnerabilities, and by striking him in a way that will hurt him the most."
As the author mentions, "the objective is not to destroy the adversary's forces but to render them unable to fight as an effective, coordinated whole."
I can also see the similarities in my martial arts training ~ our self defense is focused on neutralizing the threat; that is, rendering the attacker unable to fight/cause further harm to me or those I am protecting.
Though I didn't always see the alignment with the business cases picked for illustrative purposes, I did find the book very useful in understanding a very specific approach to managing several conditions that shape conflict: friction, uncertainty, fluidity, and disorder.
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December 29, 2008This is a business book that Wall Street and Detroit management should have read 20 years ago.
Using real-life examples of CEO's like FedEx's Fred Smith, Hugh Kelleher of Southwest Airlines, and balancing them with military examples like Ariel Sharon in the '67 war, author (and Marine Artilleryman!) Jason Santamaria explains how the concept of manuever warfare can be used in the business world today.
Should be required reading in every MBA program, but they're likely too busy teaching classes on mortgage lending, CMO's, and how to produce cars that aren't worth buying.
Loyalty to one's troops is the same as loyalty to one's employees...a concept best understood by Japanese MNC's such as Toyota...
Using real-life examples of CEO's like FedEx's Fred Smith, Hugh Kelleher of Southwest Airlines, and balancing them with military examples like Ariel Sharon in the '67 war, author (and Marine Artilleryman!) Jason Santamaria explains how the concept of manuever warfare can be used in the business world today.
Should be required reading in every MBA program, but they're likely too busy teaching classes on mortgage lending, CMO's, and how to produce cars that aren't worth buying.
Loyalty to one's troops is the same as loyalty to one's employees...a concept best understood by Japanese MNC's such as Toyota...
October 3, 2011
A great book showing that many parallels exist between business and war without advocating a facile and superficial comparison between business and warfare, nor advocating the 'brutalization' of business.
In my view, the very best chapter is on boldness. While Clausewitz dedicated in his book 'On War' a chapter on boldness too, this book gives a fantastic framework of how applying boldness without being reckless.
In my view, the very best chapter is on boldness. While Clausewitz dedicated in his book 'On War' a chapter on boldness too, this book gives a fantastic framework of how applying boldness without being reckless.
July 10, 2018
If you don't understand the tenets of maneuver warfare this is a good primer. If you want to transfer those thoughts and ideas to the business world; this is the book for you. Easy to understand and easy reading.
Displaying 1 - 7 of 7 reviews