Detailed Agenda of "The Strategy of Lean"


1.       Recap of John Boyd — why bother with an obscure fighter pilot?

1.1.    What Boyd wrote, who listened, what happened

1.2.    Overview of the Discourse as a sourcebook for leadership

1.3.    Where Boyd got his ideas

1.3.1.  Military history: Basis for his Patterns of Conflict brief (1976-1986)

1.3.2.  Science and Technology: “Destruction & Creation” (1976); Conceptual Spiral (1992) 

1.3.3.  Zen and Sun Tzu: Implicit in virtually everything he wrote

 

2.       The modern concept of strategic agility — as contrasted with size, spending, technology level and other factors once advertised as the keys to success

2.1.     1975: “The side that can handle the quickest rate of change wins.”

2.2.     1976 - 1997: “Operating inside their OODA loops” — Create and exploit a competitive environment that favors your organization [lots of charts from               Patterns of Conflict in this section]

 

3.       How to become an agile organization — “Boyd’s Big Ideas”

3.1.     Building an organization that can do it: That “EBFAS” climate from the Keynote

3.1.1.   “E” is first for a reason

3.1.2.  Some ideas from Boyd, the Marines, and a retired Army major

3.2.    By the way, what is an “OODA loop”? Hint: It’s not a loop

3.2.1.  The Big O — Orientation — an ancient concept refined by today’s neuroscience

3.2.2.  Who cares about decisions? Should you?

3.2.3.  Implicit Guidance & control: Works great ... until it doesn’t

3.3.     Ultimate key to victory, the lofty realm of “grand strategy”

 

4.       A case study: The US Marine Corps becomes agile

 

5.       Boyd for business — what’s going on today

 

6.       Where does “leadership” fit in? Does it even exist ...?

 

7.       What are your “big ideas”? What will you do with them?