Definition: “Command: the authority vested in member of the armed forces for the direction, coordination, and control of military forces.” “Control: the authority exercised by a commander over part of the activities of subordinate organisations, or other organisations not normally under his command, that encompasses the responsibility for implementing orders or directives.” Why such a focal point on Command & Control? A company, organisations have structures that operates like a military command have an organisational chart with a CEO as the head of the organisation. In a military command has a General or Commander only then it is given the title Command. A context to Command & Control (C2) a dynamic and adaptive methodological process to design and execute shared action, whose purpose is to provide focus for people and organisations so they may integrate and expand their resource and activities to achieve desired actions. There are comparisons Command and Control that businesses could build to enabling strategy direction knowing the complexities businesses tackle to identify capabilities and resources, these are analytical to a CEO to understanding strategy design to its strategic actions. A baseline for Command and Control is adopting military laser thinking on capability. A firm’s capability or competence is the capacity of a firm to perform internal activities competently. Capabilities are established and enabled through the deployment of companies’ resources. Military laser thinking for capabilities: a forceful and adaptive methodology to design and execute joint actions. Encompasses essential functions, to creating shared awareness also responsiveness of command intention. Knowing allocation of resource to create effective assessing progress, recognising a firm to change approach to command and control. The plan of action. Reflection: The interface between strategy and firm, where would command and control have a major impact on strategy thinking!
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