Certain to Win: The Strategy of John Boyd, Applied to Business

by Chet Richards

Schwerpunkt: Summary However you define the Schwerpunkt for your organization, here are some ideas for you to consider: • It has to actually provide focus and direction. It has to give real and actionable guidance in situations where there is no formal direction. This is what distinguishes a Schwerpunkt from a “vision statement.” • It must contribute to an outward focus, towards the customer and the marketplace. The last thing you need is another device that drives your attention inward, which is the problem with so many “goals.” Always keep in mind: “We will crush, squash, butcher, slaughter, etc. Yamaha!” and “The length of time between when a customer orders a Toyota and when s/he receives it.” • Your focus should reinforce mutual trust. You must make sure that it flows down to every member of your organization. This makes it a powerful tool of “control” in the best sense of helping people make the right decisions, in turbulent times, without destroying their initiatives. • Finally, people in every organization at every level within the company must understand the concept and use it to run their affairs. As I’ve said so many times, the key is: study it, believe it, and then promote those who use it and remove those who do not, and this starts at the top.