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Mission Mastery Revealing a 100 Year Old Leadership Secret

:	Brian Dive
:	Mission Mastery Revealing a 100 Year Old Leadership Secret
:	Springer-Verlag
:	9783319252230
:	1
:	CHF 47.50
:

:	Management
:	English

:	338
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

This book reveals the story of how the first large learning organization was formed. Emerging around 1870, it involved an organizational transformation that followed a disaster some 60 years earlier. The great success of this process was the introduction of a totally new approach to leadership - a competitive edge that would go undetected for another 100 years.

The original development involved the Prussian/German Army under a great leader, Helmut von Moltke. NATO countries finally discovered this 'secret weapon,' which they have since implemented in their mission command centers, in the 1980s. The book distils five underlying features or pillars of the transformed organization, and describes how they can be applied in civilian organizations to attain a state of Mission Mastery. Never before published, these ideas are supplemented by numerous references and practical examples to illustrate the persuasive power of the case made - namely that most civilian organizations are weak in terms of the five key ingredients needed for Mission Mastery.

'This book is a must-read for all charged with developing tomorrow's leaders.'

Sir Michael Perry, GBE - previously Chairman and Chief Executive Officer at Unilever, Chairman of Centrica, Chairman of the Senior Salaries Review Body, Independent Director at Singapore Technologies Telemedia Pte. Ltd and Chairman of the Faculty Board at the Said Business School, Oxford University.

'M ssion Mastery is a masterwork.'

Professor Stephen J. Perkins, DPhil (Oxon) Dean Guildhall Faculty of Business& Law, London Metropolitan University, UK

'No other book on organizational leadership is as relevant today as Mission Mastery'.

Gerald A. Arbuckle, Organizational Anthropologist, and author ofHumanizing Healthcare Reforms

Brian Dive is a very experienced international manager, consultant, speaker and writer. Over a period of 47 years he has held a number of senior roles in Unilever, conducted assignments in about 70 countries, and worked, via his company DMA Consultancy, for over 65 clients. For eleven years he was chair of the New York Conference Board s Council on International Organization and Management, working with 30 of the world s leading multinationals. In 2010 he was Cambridge Who s Who Professional of the Year in Organization and Leadership Development. He graduated in Psychology and Business Administration from Victoria University of Wellington and is an Honorary Doctor of Business Administration, London Metropolitan University Guildhall Faculty of Business and Law where he is also is a visiting professor. He has written two booksThe Healthy Organization (2002) and The Accountable Leader (2008).

	Contents	8
	1: Introduction: The Secret	15
	1.1 General	15
	1.2 Tapping into the Secret	16
	1.2.1 So, What Is This Book About?	16
	1.3 The Inspiration for This Book: A Study of the First Large Learning Organization	18
	1.3.1 An Emerging Idea	18
	1.3.2 Outstanding Leadership Is Difficult to Replicate	20
	1.3.3 Outstanding Leadership Is Not Mono-dimensional	20
	1.3.4 Why Has This Insight into Outstanding Leadership Been Ignored?	21
	1.3.5 The Focus Is on Transformation	22
	1.4 The Five Pillars of Mission Command	22
	1.5 The Theme of the Book	24
	1.5.1 What This Book Is Not About	24
	1.5.2 The Book Outline	24
	1.6 A Word About Decision Making Accountability (DMA)	26
	1.6.1 The DMA Solution Set (DMASS)	27
	1.6.2 Layers and Levels	28
	1.6.3 Empowerment: A Blend of Moltke and DMA	29
	1.7 The Experience Underpinning This Book	30
	1.7.1 Held to Account	32
	2: What Is Mission Mastery?	34
	2.1 General	34
	2.2 What Is Mission Command?	35
	2.2.1 1806: The Seeds of Failure Are Often Sown at the Height of Greatness	35
	2.2.2 The Immediate Aftermath	36
	2.2.3 Three Critical Steps Then Followed	37
	2.3 Learning in the Military	38
	2.3.1 The Line and Staff Distinction	39
	2.4 Learning in Civilian Organizations	40
	2.4.1 A Global Finance Project	40
	2.4.2 A Pan European Marking Project	40
	2.4.3 The Lessons and Price of Project Failure?	40
	2.5 Clausewitz´s Contribution	41
	2.5.1 ``Friktion´´	42
	2.6 Moltke´s Contribution	44
	2.6.1 ``Auftragstaktiker´´	44
	2.6.1.1 The Invisible Thread: Back-Briefing	47
	2.6.1.2 Potential Sources of Friction	51
	2.7 So, What Is Mission Command?	51
	2.7.1 The Contrasting Approach of the ``Competition´´	52
	2.7.2 The Royal Navy´s Approach to Mission Command	54
	2.7.2.1 The Royal Navy Sets Out Eight Principles of Mission Command	55
	Unity of Effort	55
	Decentralisation	55
	Trust	56
	Delegation Not Abdication	56
	Mutual Understanding	56
	Timely and Effective Decision Making	56
	Responsibility for Decision-Making	57
	Communications	57
	2.8 The Link Between the RN´s Mission Command and Mission Mastery	58
	2.9 How Does the RN´s Version of Mission Command Mesh with Mission Mastery?	59
	2.9.1 ``The Park Touch´´	61
	2.10 Civilian Organizational Transformation Is Rare	62
	3: Mission Mastery: Pillar 1-Mission	64
	3.1 General	64
	3.2 The Core of Mission Mastery	65
	3.3 Moltke´s Four Great Insights	67
	3.3.1 The First Great Insight: There Is No Such Thing as a Perfect Plan	67
	3.3.1.1 Moltke on Mission and Strategy	68
	3.3.2 Moltke´s Second Great Insight: The `What´ and `Why´ of Strategy Must Be Separated From the `How´ and Mastered at Differe...	70
	3.3.2.1 What Purpose?	70
	3.3.2.2 Formulation of Purpose	72
	3.3.3 The Third Great Insight: The Three Strategic Traps	73
	3.3.3.1 Three Sources of ``Friction´´	74
	3.3.3.2 The Knowledge Trap	75
	3.3.3.3 The Alignment Trap	75
	3.3.3.4 The Effects Trap	76
	3.3.3.5 The Solution	77
	3.3.4 The Fourth Great Insight: The Definition of Operations as the Link Between Strategy and Tactics	79
	3.4 Strategy in Civilian Organizations	83
	3.4.1 A Strategy Case Study: An Achievement Gap	83
	3.4.2 The Lesson	85
	3.4.3 A Distinctive `Footprint´: Research on How It Should Be Done	87
	4: Mission Mastery: Pillar 2-Organization Design	89
	4.1 General	89
	4.2 The Fulcrum Pillar	90
	4.2.1 The Hidden Cornerstone	91
	4.2.2 Accountability and Subsidiarity	92
	4.3 Sources of Organization Design Friction	93
	4.3.1 The Issue of Size	93
	4.3.2 Job Evaluation	94
	4.3.3 Globalisation	94
	4.3.4 Impact of the Global Financial Crisis (GFC)	95
	4.3.5 The Asset Trap	96
	4.3.6 Changing Technology	96
	4.3.7 Spurious OD Principles	97
	4.3.8 The Contribution of Process Re-engineering	98
	4.3.9 The Contribution of Fads and Fashions	98
	4.3.10 Organization for Growth	99
	4.3.11 Organization for Privatisation	100
	4.3.12 Managing M and A Re-Organizations	101
	4.3.13 The Key Steps to Achieve Successful Change of Structure	1