Abstract
Martin van Creveld in Command in War (1985) points out that, to cope with the “fog” and “friction” inherent in warfare, ideally a military genius would be in charge of every individual subformation at every critical point during a battle or campaign.
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Notes
- 1.
For the first number of Abstraction-Creation, Art Non-Figuratif in 1932, Calder prepared a statement to accompany a reproduction of Little Universe (ontologicalmuseum.org/bookgiftshop/calder/calderbooks.html).
- 2.
Van Creveld, M.: Command in War. Harvard University Press (1987).
- 3.
The OODA concept was developed by the military strategist Col. John Boyd USAF in a series of briefings. Unfortunately, he never wrote an article or book, but many of these briefings can be found on the web. His ideas have also been compiled by Frans Osinga, Science Strategy and War, The Strategic Theory of John Boyd. Routledge, Abingdon.
- 4.
This decision cycle, referred to as Observe–Orient–Decide–Act (OODA) cycle in the military circles (see Coram 2002) is clearly parallel to the Plan–Do–Check–Act (PDCA) cycle popularized by the business guru W. Edwards Deming who helped Japanese industry to advance their design and manufacturing systems following WWII, and its successor, Define–Measure–Assess–Implement–Control (DMAIC) cycle from 6-sigma movement. However, OODA stands out in the sense that its architect John Boyd stresses the need to increase the speed of the decision cycle so as to get inside that of the opponent’s (or opponents’) in order to shape the military landscape.
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•Edwards, D.W.: Out of the Crisis. MIT Center for Advanced Engineering Study. ISBN 0-911379-01-0 (1986).
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•Robert, C.: Boyd: The Fighter Pilot Who Changed the Art of War. Little Brown, New York. ISBN 0-316-88146-5 and ISBN 0-316-79688-3 (2002).
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•De Feo, J.A., Barnard, W.: JURAN Institute’s Six Sigma Breakthrough and Beyond - Quality Performance Breakthrough Methods. Tata McGraw-Hill Publishing Company Limited. ISBN 0-07-059881-9 (2005).
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- 5.
Taken from http://agilemanifesto.org/.
- 6.
There are other foundational differences between innovation and manufacturing, e.g., manufacturing could not begin without physical inputs, but innovation can. See:
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•Browning, T., Fricke, E., Negele, H.: Key concepts in modeling product development processes. Syst. Eng. 9(2), 104–128 (2006).
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- 7.
There is a parallel here in the new product development research context. Professors Hirotaka Takeuchi and Ikujiro Nonaka (1986) described a holistic approach to increase the speed and flexibility in product development and compared this dual approach to rugby, where the whole team “tries to go to the distance as a unit, passing the ball back and forth.”
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•Takeuchi, H., Nonaka, I.: The new product development game. Harv. Bus. Rev. (1986).
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- 8.
Cordeiro, L., Mar, C., Valentin, E., Cruz, F., Patrick, D., Barreto, R., Lucena, V.: An agile development methodology applied to embedded control software under stringent hardware constraints. ACM SIGSOFT Software Engineering Notes January 2008, vol. 33, No. 1 (2008).
- 9.
Sellers, M.: The stages of game development. In: Francois Dominic Laramee (ed.) Secrets of the Game Business. Charles River Media, Hingham, MA (2005).
- 10.
This type of expansion and contraction of open items is not limited to the video gaming industry. Similar data have been reported in development processes at Microsoft (Cusumano and Shelby 1998). The second author has analyzed analogous challenges using a project completion status dataset derived from Ford Motor Company’s automotive styling effort (Yassine et al. 2003). In the Ford Case, the external requirement changes were isolated, and it was shown that the design path oscillated (and hence we coined the term “design churn”), due to the interconnected nature of design tasks—i.e., based on the principle of exchange discussed in Part I—even when the butterflies were not created by outside interventions from customers.
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•Cusumano, M., Shelby, R.: Microsoft secrets: how the world’s most powerful software company creates technology (1998).
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•Yassine, A., Joglekar, N., Braha, D., Eppinger, S., Whitney, D.: Information Hiding in Product Development: The Design Churn Effect, Research in Engineering Design (2003).
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- 11.
This adage has been attributed to W. Edward Deming—however, we have not been able to find a suitable citation. Managerial overreaction has also been known to have a “tampering effect.” This effect can sharply reduce the effectiveness of the SROM cycle.
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Anderson, E.G., Joglekar, N.R. (2012). Agility and Maneuver-Driven Competition. In: The Innovation Butterfly. Understanding Complex Systems. Springer, New York, NY. https://doi.org/10.1007/978-1-4614-3131-2_5
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