There is hardly a person more suited to speak with the OODA team on OODA Loops that former Air Force pilot John Robb. John has worked successfully in a variety of domains to include the special operations community, as an industry analyst, successful start-up founder, and national security expert.
John Robb has distinguished himself with a career of critical analysis on a variety of security, technology, and cultural issues throughout his career to include his popular book “Brave New War” and his current Global Guerrillas content community and the GG Report.
In this interview we discuss:
- John’s career trajectory that took him from the Special Forces community to becoming the first Internet analyst at Forrester Research to start-up founder and executive to being a highly sought after red teamer and consultant for the DOD, JCS, CIA, NSA, and a host of other organizations.
- Useful frameworks for looking at the world to enable executive decision making.
- Decision-making in the age of Covid-19.
- Emerging threats and technologies.
- How Orientation is the most difficult component of the OODA Loop.
- How science fiction can inform our perspective on the present and near future.
Podcast Version:
Other Resources:
Mitigating Risks To America’s Cognitive Infrastructure
10 Red Teaming Lessons Learned Over 20 Years
Additional Resources:
A Practitioner’s View of Corporate Intelligence
Organizations in competitive environments should continually look for ways to gain advantage over their competitors. The ability of a business to learn and translate that learning into action, at speeds faster than others, is one of the most important competitive advantages you can have. This fact of business life is why the model of success in Air to Air combat articulated by former Air Force fighter pilot John Boyd, the Observe – Orient – Decide – Act (OODA) decision loop, is so relevant in business decision-making today.
In this business model, decisions are based on observations of dynamic situations tempered with business context to drive decisions and actions. These actions should change the situation meaning new observations and new decisions and actions will follow. This all underscores the need for a good corporate intelligence program. See: A Practitioner’s View of Corporate Intelligence
Optimizing Corporate Intelligence
This post dives into actionable recommendation on ways to optimize a corporate intelligence effort. It is based on a career serving large scale analytical efforts in the US Intelligence Community and in applying principles of intelligence in corporate America. See: Optimizing Corporate Intelligence
Mental Models For Leadership In The Modern Age
An Executive’s Guide To Cognitive Bias in Decision Making
Cognitive Bias and the errors in judgement they produce are seen in every aspect of human decision-making, including in the business world. Companies that have a better understanding of these cognitive biases can optimize decision making at all levels of the organization, leading to better performance in the market. Companies that ignore the impact these biases have on corporate decision-making put themselves at unnecessary risk. This post by OODA Co-Founder Bob Gourley provides personal insights into key biases as well as mitigation strategies you can put in place right now. See: An Executive’s Guide To Cognitive Bias in Decision Making
OODA On Corporate Intelligence In The New Age
We strongly encourage every company, large or small, to set aside dedicated time to focus on ways to improve your ability to understand the nature of the significantly changed risk environment we are all operating in today, and then assess how your organizational thinking should change. As an aid to assessing your corporate sensemaking abilities, this post summarizes OODA’s research and analysis into optimizing corporate intelligence for the modern age. See: OODA On Corporate Intelligence In The New Age
Useful Standards For Corporate Intelligence
This post discusses standards in intelligence, a topic that can improve the quality of all corporate intelligence efforts and do so while reducing ambiguity in the information used to drive decisions and enhancing the ability of corporations to defend their most critical information. See: Useful Standards For Corporate Intelligence
In Business, Like In War, Data Is A Weapon
Broadly speaking, a weapon is anything that provides an advantage over an adversary. In this context, data is, and always has been, a weapon. This post, part of our Intelligent Enterprise series, focuses on how to take more proactive action in use of data as a weapon. See: Data is a Weapon
Fine Tuning Your Falsehood Detector: Time to update the models you use to screen for deception, dishonesty, corruption, fraud and falsity
The best business leaders are good at spotting falsehoods. Some joke and say the have a “bullshit detector”, but that humorous description does not do service to the way great leaders detect falsehoods. Bullshit is easy to detect. You see it and smell it and if you step in it it is your own fault. In the modern world falsehoods are far more nuanced. Now more than ever, business and government leaders need to ensure their mental models for detecting falsehood are operating in peak condition. For more see: Fine Tuning Your Falsehood Detector: Time to update the models you use to screen for deception, dishonesty, corruption, fraud and falsity
