Management

Key Takeaways The Gap: Haig was a cavalry officer commanding an army of artillery, tanks, and aircraft. He never fully understood the technologies that won his war. The Oscillation: Haig swung between excessive enthusiasm for new weapons and unrealistic expectations of what they could do. The Delegation: Middle managers (corps commanders) drove real innovation while Haig focused on strategy and politics. The Eventual Adaptation: By 1918, Haig had learned to trust his technical subordinates—and victory followed. The Lesson: Leaders don't need to understand technology in detail. They need to know what they don't know. The Cavalry Officer’s War Douglas Haig was born to command cavalry. He trained for it, excelled at it, and believed in it. When he became Commander-in-Chief of the British Expeditionary Force in December 1915, he was the finest cavalry officer Britain had produced in a generation. ...

Key Takeaways Radical Equality: The Mongols promoted a blacksmith's son, a shepherd, and former enemies to top commands. Performance Over Pedigree: Battlefield results determined advancement, not birth or connections. Loyalty Rewarded: Personal loyalty to the Khan combined with ability to create devoted, capable leaders. Institutional Systems: Clear rules for promotion made meritocracy systematic, not arbitrary. Contrast Effect: Enemies led by hereditary aristocrats faced Mongol commanders selected for ability. In 1203, a young Mongol warrior named Jebe shot an arrow that struck Temüjin (the future Genghis Khan) in the neck, nearly killing him. After the battle, Jebe was captured and brought before the wounded khan. ...

Key Takeaways Simple Math, Profound Impact: Organizing by 10s made command, logistics, and coordination dramatically simpler. Tribal Destruction: The system deliberately broke tribal units to build loyalty to the whole over the part. Interoperability: Any warrior could join any unit; any officer could command any formation. Scalability: The same structure worked for 100 warriors or 100,000 with no redesign needed. Distributed Command: Independent operations were possible because structure was universal. Every organization faces the same fundamental challenge: how do you coordinate thousands of people to act as one while allowing local adaptation and initiative? ...