Corps Business: The 30 Management Principles of the U.S. Marines

by David H. Freedman

What's the best-run enterprise in the world? It just may be the Marine Corps. Far from being the hidebound, autocratic entity that most people imagine, the Corps has created a stunningly nimble, almost freewheelingly adaptive organization. The Though often faced with extraordinarily dynamic and complex challenges, the Marines get the job done every time. Their secret? Don't think boot camp. Instead, the Marines have refined a wide-ranging system of management practices that have undergone continuous evolution under the most demanding conditions conceivable. Armed with these straightforward principles, any organization can achieve the high-impact responsiveness demanded by today's ultra-competitive, fast-changing business environments. In Corps Business, author David H. Freedman brings these principles--and their application to the business world--to light in clear, fascinating form. Freedman brings you along to observe, firsthand the high-speed Marine environment, where you'll take part in urban combat practice maneuvers, sit in on mission planning sessions, spend time on a "floating invasion party," and participate in a live-fire combat exercise. Along the way, you'll tap the wisdom of scores of Marines from three-star generals to grunts. Here are some Managing by end-state --Tell people what needs to be accomplished and why, and leave the details to them. The 70-percent solution --It's better to decide quickly on an imperfect plan than to spend time considering every angle and roll out a perfect plan when it's too late. Authority on demand --While retaining a strong management pyramid, encourage people even at the lowest levels to make any and all decisions necessary to accomplish the mission when management guidance isn't at hand. Anyone facing entrenched or predatory competitors, short time frames, chaotic markets, and obstacles in every direction, has a simple Learn to move fast, change on the fly, and inspire employees--or die. The Marines are here to help. With a foreword by Gen. Charles C. Krulak, Thirty-first Commandant of the United States Marine Corps.

Genres: Business, Leadership, Nonfiction, Management, Military Fiction

240 pages, Hardcover

First published January 1, 2000

Reviews

[Pjbhaumik · Rating 5 out of 5]

David H. Freedman’s Corps Business: The 30 Management Principles of the United States Marine Corps described the practices and policies that make the USMC operate. Speed, power, and intensity established the USMC’s dominance in amphibious warfare and the many operations that sustain it. Optimized logistics, training, and technology and pervasive leadership based management lead the USMC to its benchmark standards. Freedman reviewed these topics and several analogies to civilian businesses. The analogies shed light into an obscure Druckerist observation: alignment between a person’s cause and an organization’s cause can increase its effectiveness as seen in the military. People, who were willing to sacrifice their lives, founded the Marine Corps, and honor, courage, and commitment became the Corps ethos. Any organization, whose members are willing to die for its cause, fit an extreme example for Drucker’s description of a fulfilling organization. Systemic leadership, a quality first developed by Frederick Taylor, appeared eminent in the USMC. Drucker categorized systemic leadership as critical for future organizational success. Rank and structure in the USMC nurtured systemic leadership practices because of the inherent benefits during chaotic situations. Adoptive technological and organizational practices, a motivated spirit, and systemic leadership set Freedman’s foundation for the USMC’s prosperity.

Freedman has noted several USMC examples of early adoption practices for technological and operational superiority. The analogy that Freedman presents is for any business in continuous process improvement and transformation. Customers change their demands, and competition offers new challenges each business cycle. Examples from the USMC include consultation with civilian psychologists and the new USMC Warfare Laboratory. Improvements, based on these examples, signify the USMC’s circumspect scope. If there exists an opportunity for improvement, then the USMC explores and makes every feasible attempt at improvement. Many businesses do not consider improvement or transformation ahead of time, and they suffer after drastic market fluctuations. Military operations promote the need for advanced foresight into operations so that the organizations mitigate and eliminate the possibility of suffering. Agile and transformative methods place an importance on the organization’s systems and processes, so the resulting products and services respond well amidst variation. Responsiveness to change for the USMC occurs through a cyclic regime of training for different ranks and billets. Every Marine receives basic, specialized, and performance based training for career development. Each training cycle evolves with the latest information. Similar practices for businesses promise them the scalability and responsiveness required for dynamic market events.

The Esprit De Corps has become one of the most important USMC legacies. Freedman hones into the Marine Corps ethos because motivation represents a significant USMC incentive. Patriotism and fraternity create loyalty and breed traits such as perseverance and determination. Semper fidelis, the USMC motto, re-states this loyalty and adherence to the USMC core values of honor, courage, and commitment. A Marine earns much more than money from success. Respect and honor rank amongst the most precious tributes for a Marine. Marines do anything for respect and honor amongst peers. Recognition does translate to promotions and money, but the incentive remains rooted in morale. Teams win fights, battles, and wars not an individual. Leadership exists only for the team’s good and succeeds only with the team’s consensus. Bad leaders risk the lives of their teams and are intolerable. Obedience flourishes with good leaders, so the hierarchy remains intact as long as the leadership remains qualified. Merit-based organizations exude this fairness and trust. Solidarity in the team or organization reduces internal inefficiencies. Peter Drucker has made a similar observation as Freedman here that admires the organizational excellence of the military. Businesses, capable of emulating this synergy, capitalize on profitable employee engagement.

Leadership at all levels is another remarkable USMC quality. Every Marine learns the basics of leadership. All employees receive leadership development, so everyone becomes self-sufficient when battles disconnect communications with official leadership. Self-sufficient decision making skills passed down to the bottom ranks increase operational capacity for the USMC and create motivated individuals who could execute the long term missions. Exposure to leadership begins from day one, and the experience establishes a baseline for Marines. A succinct focus on end state and essence conveys mission critical intel. Marines, who excel at leadership, teach others their skills, so new leaders emerge and nurture more new leaders. The USMC fosters this systemic leadership praxis much like Peter Drucker does. Drucker suggests the scientific management principle of systemic leadership because any product or process requires a leader. Leaders have been identified as so crucial since any particular product or service suffers impermanent demand while leadership provides the permanent motivation for perseverance. An organization with a system for the creation of leaders improves its chances of success. Frederick Taylor, then Peter Drucker, and now David Freedman reinforce this shift from an organization’s cyclic products and processes to its firm leaders. Systemic leadership has proven benefits.

Corps Business: The 30 Management Principles of the United States Marine Corps by David Freedman will translate the USMC’s mystique into common organizational practices. The translation of the USMC’s successful operational track record shall present opportunities for businesses interested in operational efficiency. Key USMC attributes such as organizational responsiveness, inspirational ethos, and systemic leadership can transform common businesses into industry leaders. Freedman’s work may help highlight the vital traits of an already successful business. USMC operational practices could represent benchmarks for reference in business audits. Business experts such as Peter Drucker shall have been correct in their assessments that military responsiveness is world class. Strategic logistics of manpower and supply chain deployment might be unequaled outside legendary battlefields. Officials may still find themselves referring to boardrooms as war rooms, defining mission critical targets, and evaluating wins vs losses. Life and lives shall remain a greater incentive than money for operational excellence, so best practices will continue emerging from necessity. Nowhere else can the costs of negligence be higher than in military environments, and the USMC will provide one of the most successful examples. Organizational developments there should reveal the timeless nature of skilled leadership and the need for continuous improvement.

[Jeff Bowen · Rating 5 out of 5]

As a nearly lifelong fan of not only the United States Marine Corps but also about solidified management, the Marines truly know how to get stuff done whether it be in the battlefield or the boardroom. Sure you can cheat and READ the 30 principles in the back of the book but a true Marine does his homework. I've has this book for years and I've read it cover to cover. But I still keep it a reference at home.

[pluton · Rating 3 out of 5]

It is really interesting to take a look at the US Marine Corps as a unique, elite military organization, which I didn't know. Then the book contains various management principles used there and that could presumably applies to businesses — I don't think many would apply, but some are definitely reasonable. This view may also be affected by the fact that the book was written around 2000 and the corporate culture is partially different now.

[Harold · Rating 5 out of 5]

An easy read and provides an overview of how the inherent organisational structure of the Marine Corps allows them to be an example of a practitioner of empowerment, agile and design thinking - though not explicitly stated. It’s a book for leaders and founders that should be revisited time and again.

[James Martin · Rating 5 out of 5]

If you're starting out in leadership, this book is a must. So many useful principles. Many have stayed with me throughout my business career.

[Trish · Rating 5 out of 5]

One of my favorite management books of all time and reread this year.

[Ron Cruz · Rating 1 out of 5]

Don't waste your time with this one

[Todd Webb · Rating 4 out of 5]

I was inspired by a case-study on Facebook product development (http://www.limitedwipsociety.ch/en/ca...) to read about Military Doctrine as it relates to maneuver warfare and agility in the face of great uncertainty and high pressure. "Corps Business" was a great introduction to the methods that Marines use to lead large and arguably very agile organizations. Many of the principles are relevant to leading a large agile software development organization. Definitely recommended!

[Richard Cushing · Rating 5 out of 5]

This books looks at the U.S. Marine Corps and its success in accomplishing its missions, then applies those principles to business. It explains why businesses that hire well, train well, and empower their employees to take action in support of the mission (even when it might be unconventional action) are more likely to have success in business.

It's a great read!

[Leslie Menegaz]

Some solid concepts that could be helpful in increasing agility in teams, projects & organizations. Although I'm not a huge military proponent, it gave me new respect for the marines as I learned about their planning & execution style.

[Mike Pouraryan]

Great book...used insights for a research paper I did for a graduate seminar I had.

[Scott · Rating 5 out of 5]

So many thoughtful approaches to improve organisational resilience

[Judson Bates · Rating 5 out of 5]

If I am ever privileged enough to lead people, I will use the lessons in this book. Makes me proud to be a Marine.