OODAcast: Chet Richards on John Boyd and applying OODA principles to the business world
Chet Richards was a close associate of the late US Air Force Colonel John Boyd. He was there as the concept of the OODA Loop was being developed and constructed the first graphics of the OODA Loop from sketches Boyd drew. Chet is the author of the widely read business book “Certain to Win” which was the first book to describe Boyd’s strategy in terms familiar to business leaders and show how the OODA Loop and associated Boyd concepts apply to today’s business problems.
Business is not war, but in its most competitive state it is a form of conflict, with companies seeking advantage in bringing products and services to market better and faster than competitors. If you dig beneath Boyd’s war-centered tactics you find a general strategy for ensuring your business is the one that wins. This fact is the entire reason our company, OODA, and this site, OODAloop.com, was named as an homage to this operational decision-making model.
Boyd never wrote a business book himself, but he read and commented on every version of this book’s manuscript till his death in 1997.
Chet has consulted with a number of aerospace and professional services companies and has lectured at the Air War College and the Army’s Command and General Staff College.
In this OODAcast Matt Devost and Bob Gourley ask the questions they have always wondered about Boyd and Richard’s creative processes, their interactions with other great thought leaders, the relation of the OODA model to the writings of business strategists and how it inspired others like Tom Peters, and the power of building a trust-based network of peers.
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
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
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
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
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
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