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Created by
Tal Newhart
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For Email Marketing you can trust
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How to be a Corporate Warrior: The FundamentalsThis newsletter started back in late 2002. It has always been called The Art of Corporate Warfare (or simply ‘CorpWar’), and it has always been ‘occasional’ meaning months can go by when I’m busy consulting, and there are no posts. That said, during the recent recession, there have been frequent C-Suite requests to publish it more frequently and to allow it to be driven deeper into their organizations. I doubt the frequency will change much but given the grim condition of share prices brought about by less than fierce managerial techniques, I've decided to go ahead and open things up a bit. So feel free to pass it along to anyone that’s responsible for adding shareholder value (e.g. anyone that cashes a paycheck). It will be interesting to see the Old Guard and the New Crop as they try and out maneuver each other (kind of fun to watch as each group has intrinsic advantages before applying the CorpWar skill set). BTW, some of the tools of battle have changed (in war and business) but, really, not much. The underlying tactics of business today are essentially the same ones used in the great battles throughout history. If you get nothing from this newsletter, you should get that much. The rest of this newsletter is nuts and bolts and how to use them to rid yourself, and your company, of your most bothersome competition.However, something to keep in mind if you really want to embrace the CorpWar ethos. Battle, in any form, is not for the squeamish. It is essential to understand that war and business are both about the same thing. Somebody has something you want and they don’t want to give it to you at a 'price' you are willing to pay. So you have to take it. And you have to win because losing sucks for all kinds of reasons including it’s expensive in many ways. So battle, whether it’s a blood war in Afghanistan, or a battle for a shampoo's market share, is about the same thing. It’s about WINNING. Winning in the least amount of time, at the lowest possible cost and for the greatest reward possible. If you can’t accept that then find another blog/newsletter/whatever to read. If it sounds good then pass this one around but make sure it’s only among friends. Now, first off. One of my Fundamentals: Sun Tzu, arguably one of the greatest generals in history, said a great General (e.g. a great CEO which is the same thing) puts his army (employees) beyond the possibility of defeat. The great General then waits, studying the enemy (the CEO’s competition). When the General decides the enemy is "truly" weak, he/she strikes decisively. "Truly" weak because a great General knows a skillful foe, another great General, may have his force appear strong, when they are actually weak--to keep their enemy away. Or conversely, they may appear weak when they are actually strong in order to draw the enemy to them, generally into a trap onto a fatal ground of the foe's own choosing. See? Who is controlling whom? Sun Tzu said, "A great General [CEO] controls his enemy [competition]." We’ll go into this more in coming weeks. Control is important. In the meantime, how you can control your competition? Think about it...
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