By Kenneth Allard
Compliment for scuffling with for aggressive Advantage
"[Battling for aggressive virtue] systematically unravels and explains the complexities of contemporary company and battle. this glorious e-book will end up worthwhile to company leaders in addition to the tutorial group charged with explaining profitable management of enormous organizations."
-General Barry R. McCaffrey, U.S.A. (Ret.), Professor of overseas safeguard stories at West element and NBC information Commentator
"Colonel Ken Allard does not simply have ultimate army intelligence, his operational brilliance extends to the enterprise international in addition. combating for aggressive virtue teaches you that enterprise is conflict and that Ken is the appropriate commander-in-chief to stick to into your enterprise battles."
-Ron Insana, Coanchor, CNBC's enterprise Center
"In warfare, they do not supply out medals for moment position. In company, as in warfare, you cannot win with out first surviving. [This publication] deals the hard-won knowledge from one warrior's global to a different. learn, snort, squirm, live to tell the tale, and win!"
-Scott A. Snook, affiliate Professor, Organizational habit Harvard company School
"In the post-9/11, post-Enron setting, Ken Allard's Ten Commandments of army management are without delay acceptable to modern day enterprise CEOs."
-Tom Petrie, Chairman and CEO, Petrie Parkman & Co.
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Additional info for Battling for Competitive Advantage
Most chilling of all was the prospect of court martial and imprisonment at Fort Leavenworth if we were ever convicted of such a thing. After the major was finished with us, our drill sergeants resumed their normal places, all of them recent Vietnam returnees. Before leading us back for more push-ups, each one gave us the benefit of a personal counterpoint to what we had just been taught. Mostly that we should respect the law because “Uncle” would surely come AFTER yo’ ass if you did something stupid like shooting wounded POWs.
Which it was—but not for the reasons you might think. Such underestimations of American military professionalism have become chronic ever since the end of the first Gulf War. ” As I WA R AS AN AUDI T 39 learned shortly after returning home from Bosnia, our success sometimes works against us: Despite those operational difficulties, things had gone so smoothly that even friends and colleagues were surprised that American soldiers were still there! More serious have been the endless questions about the search for weapons of mass destruction; our original motivations for war; the costs of Iraqi reconstruction; and, of course, the de facto guerrilla conf lict in which our soldiers find themselves engaged long after the supposed termination of hostilities.
At one of them, a Russian military officer we all knew as a tough-minded professional responded to an audience question with a painfully diplomatic and careful reply. During the break, one of my Army colleagues—an infantryman—put his arm around the Russian and congratulated him on his performance but concluded: “ You know, I liked you guys a whole lot better when we were enemies. Now you’re just another bunch of limp-dick allies. Like the Germans. ” From both allies and others, there was at first an envious admiration of the American military performance during the 1991 Persian Gulf War.
Battling for Competitive Advantage by Kenneth Allard