A Hoop Through the OODA Loop

Henrik Mårtensson0708 56 23 [email protected]

A Hoop Through the OODA Loop

Tuesday, November 1, 11

mailto:[email protected]


1940 1960 1980 2000 20200

20

40

60

80

100Life Expectancy

75 Years


1940 1960 1980 2000 20200

20

40

60

80

100Life Expectancy

75 Years

15 Years


0

20

40

60

80

100

1940 1960 1980 2000 2020

Life Expectancy75 Years

15 Years


0

20

40

60

80

100

1940 1960 1980 2000 2020


15 Years






The Fastest

Gun wins!Tuesday, November 1, 11

ColonelJohn Boyd


ColonelJohn Boyd


The OODA Loop 162C

hapter10.

TheO

OD

Aloop

Figure

10.1.T

heO

OD

Aloop

The

OO

DA

loopprovides

acom

mon

languagefor

describingall

kindsof


The OODA Loop

Observe Orient Decide Act


The OODA Loop


Indecision


The OODA Loop


1 year strategy cycle


The OODA Loop1 year strategy cycle


strategy cycle

1 yearbudget cycle


strategy cycle

budget cycle


strategy cycle

budget cycle


strategy cycle

budget cycle


strategy cycle

budget cycle





George Whistler


Daniel McCallum

George Whistler


Hierarchy


NetworkHierarchy


Hierarchy









21/2

25/3

1 monthTuesday, November 1, 11




PaulVan Riper











Rethink the

Organization!


Close the OODA

Loop!


Resilient!


202 Chapter 12. Organization

Figure 12.2. Network organization is more damage resistant and easier to optimize than afunctional organization.

resources. In addition nodes are usually small1. It is a lot easier to make changes ina small group than in a large group.

Even if nodes share certain functionally organized services, the awareness oflead times and queueing costs, in combination with the freedom to act in the interest

1The Virgin Group, a network structure with 300 nodes originally put the limit at 100 people. Theyincreased the maximum node size when they expanded into air travel and trains[10].


Core(NobleVision)

Power Group

Power Group

Power Group

Company (100-200people)




Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)


Company (100-200people)Company

(100-200people)


Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)Team(Value

Stream)

Team(Value

Stream)Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)Team(Value

Stream)

Team(Value

Stream)





Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)Team(Value

Stream)

Team(Value

Stream)Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)

Team(Value

Stream)




DirectedTelescope

(Crawford Slip)

LateralCommunications



12.1. Network organizations 205

Figure 12.4. Network organizations are designed for change.

Network organization eliminates the problem because the dependencies be-tween different parts of the organization are reduced. A node can be changed with-out changing other nodes. A network node is usually fairly small, which contributesto making it easier to change. See Figure 12.4 on page 205.

See Chapter Förändring on page 349 for more information about making majorchanges in organizations.

Agile!


Noble

Vision


To grow a profitable airline, where people love

to fly, and people love to work.



9.7. Hoshin Kanri 147

Hoshin team

Tactical teams

Operational teams

Action teams

Figure 9.18. The hoshin kanri organizational structure is a team-based network.The lines connectingthe teams are lines of authority. The grey area is important. Teams in this area have the right to com-municate with other teams as they see fit. This is what turns the hoshin organization into a network.

The reason is that these organizations are structured for effective strategydevelopment and deployment. Let’s have a brief look at how Toyota does it.

Despite common perception, hoshin is much more than a strategy deploymentprocess. Hoshin is a strategy deployment system! The how-to-organize part is evenmore important than the how-to-execute-the-process part.


21/2

25/3

1 monthTuesday, November 1, 11


Hoshin team

Tactical teams

Operational teams

Action teams






Hoshin team

Tactical teams

Operational teams

Action teams






Hoshin team

Tactical teams

Operational teams

Action teams








Net Profit = Throughput - Operating Expense


36 Stratagems


36 Stratagems

Yin-Yang Polarity

To Catch something, first

let it go

Exchange a brick for a jade

Invite your enemy onto the roof, then remove the ladder

Lure the tiger down from the

mountain

Befriend the distant enemy to attack one

nearby

Kill with a borrowed knife

Besiege wei to rescue ZhaoThe stratagem

of sowing discord

Trouble the water to catch

the fish

Remove the firewood from under the pot

Shut the door to capture the thief

Replace the beams with

rotten timbers

The stratagem of the beautiful

woman

Beat the grass to startle the snake

Loot a burning house

Sometimes running away is the best strategy

Seize the opportunity to lead the sheep

away

Feign madness, but keep your

balance

Go With the Flow

Continuous Change

Watch the fire on the other shore

Let the plum tree wither in place of the

peach

The stratagem of the open city

gatesAwait the exhausted

enemy at your ease

Exchange the role of guest for

that of host

Borrow the road to conquer Gao

Shed your skin like the golden

cikada

The stratagem of injuring yourself

Borrow a corpse for the soul's

return

Indirect Action

Point at the mulberry but

curse the locust

Clamor in the east, attack to

the west

Openly repair the walkway,

secretly march to Chen Chang

Fool the emperor and cross the sea

Create something out

of nothing

Hide a dagger behind a smile

Deck the tree with bogus blossoms

To catch the bandits, capture

their leader

The stratagem of linking

stratagems


36 Stratagems

Yin-Yang Polarity


let it go




mountain


nearby



of sowing discord


the fish




rotten timbers


woman





away


balance

Go With the Flow

Continuous Change



peach



enemy at your ease


that of host



cikada



return

Indirect Action


curse the locust


the west





of nothing




their leader


stratagems


36 Stratagems

Yin-Yang Polarity


let it go




mountain


nearby



of sowing discord


the fish




rotten timbers


woman





away


balance

Go With the Flow

Continuous Change



peach



enemy at your ease


that of host



cikada



return

Indirect Action


curse the locust


the west





of nothing




their leader


stratagems


36 Stratagems

Yin-Yang Polarity


let it go




mountain


nearby



of sowing discord


the fish




rotten timbers


woman





away


balance

Go With the Flow

Continuous Change



peach



enemy at your ease


that of host



cikada



return

Indirect Action


curse the locust


the west





of nothing




their leader


stratagems


36 Stratagems

Yin-Yang Polarity


let it go




mountain


nearby



of sowing discord


the fish




rotten timbers


woman





away


balance

Go With the Flow

Continuous Change



peach



enemy at your ease


that of host



cikada



return

Indirect Action


curse the locust


the west





of nothing




their leader


stratagems


Keep learning!


0

20

40

60

80

100

1940 1960 1980 2000 2020


15 Years



Thank you for listening!





www.henrikmartensson.org

Text




Business

A Hoop Through the OODA Loop