Three Years—Ten Months: How did they do it?
The United States officially entered World War II on December 8, 1941. The war in the Pacific formally ended on September 2, 1945.
A recent documentary on one of the history channels chronicled the path the United States took from a nation with an underdeveloped military to global dominance over this period. What struck this author was the technological distance covered. Not just marshaling the military and civilian workforce, but how heavy industry, including maritime (ships), aircraft, and weapons advanced so quickly.
Some might say that this period was unique in human history with a strong focus on the survival of the nation. No doubt this line of thinking persisted at the time, but perhaps something else was driving this behavior.
Crisis Management is appropriate when nations, industrial sectors, organizations and even individuals are in times of stress. By some accounts, the managerial prowess of this period stems from the knowledge of industrial manufacturing and logistical processes.
While the ‘War Agencies of the Executive Branch of the Federal Government’ played important roles in this wartime effort, it was not this alone that caused a juggernaut to appear. The size of the United States, “prewar technological industrial base” and “large population” were also contributing factors.[i]
Large scale hostilities brings a spotlight that is not normally held during peace time. The fight or flight instincts of all humans help bring focus in times of trial. However, organization and management are important for societal success for either option.
Attaining and sustaining Critical Mass in those Critical Success Factors (CSFs) were key to enabling the rapid ascent to industrial might. Has anything changed?
Parallels to Today
A recent article, The Oils Shock That Never Was, reflected on the advancements the upstream oil and gas sector made during the recent downturn. The piece makes the case that while most prognosticators predicted so-called doom and gloom often associated with downturns, the opposite seems to have happened, particularly in the shale space. [ii]
In a previous blog, we put forth the rationale that Operational Excellence is the key to strong financial performance.[iii] The Oil Shock article documents the transformation of the overall industry Cost Structure. Operators are also focusing on sectors where profits are possible at current commodity price points.
Moreover, firms are capitalizing on existing infrastructures that are supported by new technologies. This sounds familiar to the behaviors of economic actors almost eighty years ago!
However, challenges remain for service sector providers. Could these firms utilize World War II business models employed by shipbuilders in the 1940s?
Does Your Organization have Critical Mass for its CSFs?
For more information:
- How to achieve critical mass, check out our new Operational Excellence Platform.
Millennials Take On Our Increasingly Complex World
Critical Mass: Value from the RBC Framework
Nuclear physicists define the term, “critical mass” as the amount of fissile material whereby a nuclear reaction is self-sustaining. From that original definition, the construct is further developed along societal and political terms as a function of the environment and number of adopters and their interdependencies that create enough of a consensus for individual actions that sustains an undertaking.
In 1996, the author published the first of several case studies on a societal interaction model based on the Relationships, Behavior and Conditions (RBC) construct among economic actors. Previously the model was only in the domain of academia.
This blog addresses contemporary issues from the RBC perspective and whether in the present state they are sustainable or not. Many readers may be familiar with the “Innovation Adoption Curve.” RBC seeks to enlighten the causality of behaviors that cause movement towards the critical mass that generates movement along this diffusion curve.
- What Lies Beneath the Surface of Your Organization: Structural Dynamics? June 15, 2019
- Home Improvement Case Study: What’s the Value Proposition of Service Providers and Why Does It Matter to My Business? May 14, 2019
- Elevator: Going Up or Going Down? April 28, 2019
- Event Horizon: Towards Singularity April 25, 2019
- I Hate These Things: Why Does This Always Happen to Me? April 7, 2019
Other Blogs Dr. Shemwell Authors
Dr. Shemwell is an author for the following 3rd party blogs.
Governing Energy Blog
BTOES Insights is the content portal for Business Transformation & Operational Excellence opinions, reports & news. Dr. Shemwell is a contributor.
Consult 2050 connects organizations with a wide range of consultants all around the world. The firm operates an online marketplace for consultancy services.
About the Author
Dr. Scott M. Shemwell has over 30 years technical and executive management experience primarily in the energy sector. He is the author of six books and has written extensively about the field of operations. Shemwell is the Managing Director of The Rapid Response Institute, a firm that focuses on providing its customers with solutions enabling Operational Excellence and regulatory compliance management. He has studied cultural interactions for more than 30 years—his dissertation; Cross Cultural Negotiations Between Japanese and American Businessmen: A Systems Analysis (Exploratory Study) is an early peer reviewed manuscript addressing the systemic structure of societal relationships.
- What Lies Beneath the Surface of Your Organization: Structural Dynamics?
- Home Improvement Case Study: What’s the Value Proposition of Service Providers and Why Does It Matter to My Business?
- Elevator: Going Up or Going Down?
- Event Horizon: Towards Singularity
- I Hate These Things: Why Does This Always Happen to Me?