I was recently discussing different approaches to strategy formulation and implementation with my good friend Phil Symchych. Phil is an expert in wealth building for owners of mid-market enterprises. When I presented some of the military principles of strategy, Phil enthusiastically endorsed them and encouraged me to create an approach around the four most important ones.

As a result, I’ve just developed a quick and easy model for applying military principles of strategy and tactics to achieve business success. I’m calling this new model, MOME. It stands for Morale, Objectives, Mass, and Economy. Naturally, I’ve leveraged these principles with my near decade-long experience of applying this philosophy to help businesses grow and prosper in the face fierce competition and rapidly changing wants and needs. Let’s look at each in turn and then at some of the ready applications for the model.

Morale. Military strategists and leaders have long known that MORALE is THE critical human factor in war and conflict. However, it is also foundational for business and strategy. The simplest definition of morale is the “will to victory.” It is the willingness to make sacrifices, persevere, and focus on achieving one’s aims despite setbacks, obstacles, and opposition. Morale is driven by the quality of leadership, the mission, and vision of the organization, and the level of engagement of employees and members to its foundational principles and goals.

Objectives. All military strategists agree that selection and maintenance of the aim is THE most important of all the principles of war and conflict. You need a clearly articulated end state—what does victory or success look like—as well as a specific and concrete mission to get everyone aligned and working to the same end. Moreover, when you communicate these throughout the organization, telling people what outcomes to achieve and not how to achieve them, they become motivated to use their initiative and leadership to overcome obstacles and adapt on the fly to the inevitable changes in situation and conditions. This is why a business needs a concrete vision of where it is heading as well as an engaging mission for customers and employees. The important thing is to be as concrete as possible and to operationalize the vision into a hierarchy of subordinated goals and missions to maximize alignment and focus at all levels of the organization.

Mass. In the British and Canadian military, this principle is known as concentration of force, mainly because they are small forces. But in the US forces and other large forces, they simply come right out and talk about MASS. The fundamental point here is that you must put your money where your mouth is. You have to concentrate for the “big push” or main effort so you attain your objectives as quickly and efficiently as possible. Businesses must be aware of their strengths and weaknesses and focus them to out-manoeuvre competitors in order to offer greater value for targeted customers.

Economy. This is the flip side of mass and concentration of force. There are never sufficient resources to accomplish everything that you want. You have to prioritize. In fact, the best definition of economy is the one developed by economists: Economy is the allocation of scarce resources that have alternative uses. You may have to take a defensive or maintenance posture in some areas of your business so you can free up the resources to invest in the business lines where you want to be on the offensive. By the same token, you have support your objectives and lines of advance with adequate logistical and financial means. There is also the “economic” and financial aspect of your strategy. Whatever you decide to do, it has to be “economical” in the sense of presenting a strong and valid business case.

To see how the MOME model applies in practice, let’s look at the example of an acquisition:

  1. How will this affect MORALE and other group factors in the acquiring company and the acquired? Does this change the combined units’ fundamental mission? Who will stay on and who will be let go?
  2. What are the OBJECTIVES of the acquisition or merger? Have these been clearly articulated and communicated to all stakeholders? What outcomes are you expecting? Are they realistic or more like wishful thinking?
  3. Will the acquisition allow you to generate more MASS for high-growth opportunities or are you just throwing good money after bad? Is this just an ego trip or is it a viable opportunity? What is the main effort of the acquisition process and what are the supporting actions? What is your plan to out-manoeuvre and surprise your competitors, and to apply your center of gravity—i.e., your key strengths—to achieve your objectives?
  4. What are the ECONOMICS of the plan? Where do you need to ECONOMIZE in order to free up lower priority resources so you can create mass on the main effort? How will you prioritize these resources and what are the supporting functions and tasks?

These are just some of the specific questions your plan and strategy must answer so you can create the conditions for success and victory. You can’t leave anything to chance, and where there are uncertainties, you have to guard your flanks and rear areas with sound risk management.

How do YOUR strategy and plans measure up to the MOME model? How is morale in your company? What are your objectives? Do you have mass? Are you economizing in the right areas, and what are the economics of your business? I can help you answer these questions.

I’m never too busy to discuss your needs or those of anyone else you feel may benefit from meeting or talking to me. So feel free to contact me at any time!

Richard Martin is The Force Multiplier. He brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.

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