Waging War in the Organisational Sphere

Whether it is corporate strategy, or even involvement in hierarchical organisations, it is man’s nature to wage war.  We seek control, we seek dominance, we ultimately seek power.  That is our nature.  Humanity evolved because we are predators, and even with that veneer of civilisation, we never lost that instinct for blood. 

Publius Vegetius Renatus was a writer of the Later Roman Empire.  He wrote De re militari, “Concerning Military Matters”, a treatise about Roman warfare and military principles as a presentation of the methods and practices in use during the height of the Roman Empire and responsible for its power.  That text could best be summarised as “Qui desiderat pacem, praeparet bellum”, “Let him who wants peace prepare for war.” 

Whatever we set out to do, there are always others who have an opposing view.  Not all can be coopted, and there are occasions where dominance must be asserted, or in the face on formidable adversary, then subterfuge, or discretion must be exercised.  The goal is to win, and win in such a manner that the victory can be maintained.  It is foolishness to win, and rule over nothing, or win and create the conditions for further conflict.  War is merely a means to an end; it is not policy.  Maj. General Carl Philipp Gottfried von Clausewitz, author of Vom Kriege, famously wrote, “War is a continuation of policy by other means.” 

In hierarchical organisation, in corporate organisations, it is not enough to get to the top of power structures.  The purpose is to stay there.  There is a distinct difference between authority by position, and true authority by influence and power.  The former is easily replaced.  The latter needs to be identified, and is not easily removed.  Authority by power has terms of appointment, and they come and go.  Authority by influence is via patronage, and is more durable. 

In order to build that, it is important to build a team of generals.  Talent must be actively sought our and recruited.  They must be nurtured, equipped, and then unleashed where necessary.  Points of influence must be controlled, and influenced.  People must be tested for their loyalty, and either supported when loyal, or discarded when disloyal.  Their place must be earned. 

Contrary to laymen thinking, when there is opposition, it does not always serve the strategic interest to immediately neutralise them.  It is a strategic disadvantage to revealing the extent of resources and influence at every point of contention.  Competent opposition is a gift.  They can be co-opted, knowingly or unknowingly, towards a greater goal that serves both interests.  Incompetent opposition, on the other hand, is a threat to themselves as well as the organisation.  They should be treated with caution, and allowed the time and means to destroy themselves. 

Ultimately, this is merely a means, and policy is the articulation of strategy at a tactical level.  There is no benefit in being emotionally invested in the organisation or company.  They are merely means to an end.  There is no benefit to being drawn into petty retribution.  That is a distraction.  This is about winning, and winning requires results.