- By Thomas E. RicksThomas E. Ricks covered the U.S. military for the Washington Post from 2000 through 2008.
Like I said, I generally don’t think that the military should use business as a model. But there are exceptions in specific cases, especially on leadership of large organizations.
Peter Drucker, one of the great thinkers about how corporations really work, in describing the Generals Motors of the 1940s, mentions that 95 percent of all decisions were left to the heads of the company’s various divisions. "Hence central management refrains as much as possible from telling a division how to do its job; it only lays down what to do."
Mission command, anyone?
John Reed is a national security reporter for Foreign Policy. He comes to FP after editing Military.com’s publication Defense Tech and working as the associate editor of DoDBuzz. Between 2007 and 2010, he covered major trends in military aviation and the defense industry around the world for Defense News and Inside the Air Force. Before moving to Washington in August 2007, Reed worked in corporate sales and business development for a Swedish IT firm, The Meltwater Group in Mountain View CA, and Philadelphia, PA. Prior to that, he worked as a reporter at the Tracy Press and the Scotts Valley Press-Banner newspapers in California. His first story as a professional reporter involved chasing escaped emus around California’s central valley with Mexican cowboys armed with lassos and local police armed with shotguns. Luckily for the giant birds, the cowboys caught them first and the emus were ok. A New England native, Reed graduated from the University of New Hampshire with a dual degree in international affairs and history.| The Complex |