|
 To
a great degree, business strategy has evolved from military
strategy.
Some principles
are age old and based on human nature’s drive to survive and
thrive. Still, new concepts on strategy are developed daily as
the complexity of that which we are to care for becomes more
valuable, and the tools and technologies we use to defend and
protect become more precise.
The seed industry has a great
deal to learn from the military’s recent strategic weaponry.
Consider missiles. The globe’s arsenals contain missiles in
dozens of forms. However, a host of creative aircraft protective
systems also have been developed to counter potential
annihilation by incoming missiles.
As a civilian,
I’ll use an example from a military novel by Dale Brown
entitled, “Air Battle Force.” Brown tells of a Scorpion
anti-aircraft missile which is guided by laser targeting from
the large plane that fires it to within ten seconds of its
target. At the tenth second, the missile engages internal
targeting radar that hones in on the enemy aircraft. It is only
then that the enemy can detect the incoming missile. To avoid
being shot down, the enemy must immediately make a hard, diving
turn and release small foil-like chaff to “trick” the missile
into thinking it is the target. Instantaneous, instinctual
reflexes are required to avoid sure annihilation.
Rapid change has further
accelerated in recent years, even months in the seed industry.
But like the military technology example, those deploying
immediate defensive tactics are best positioned to turn a
defensive position into an offensive position.
Case in point: Monsanto knows its
future is based on access to market share in which to license
traits. When they saw Syngenta purchase two large competitors,
potentially removing market share from Monsanto’s available
market, they were able and ready to react quickly, almost
immediately in business terms. They formed American Seeds, Inc.
(ASI) within five months – opening up another channel for their
traits, and another method to ensure that the market for their
traits and germplasm stays available to them. Five months is
light speed for the traditional seed business.
The Context Network
maintains that in today’s seed
industry, the lifespan of a seed business’ strategy is
decreasing at an alarmingly increasing speed. If your business
strategy is one year old,
it is middle aged. If it is two years old, it is geriatric –
that is, it may provide good direction but it will not be sharp
and crisp nor will it enable you to act fast and decisively. If
it’s more than three years old, you may as well sling-shot rocks
at the Scorpion!
Strategy involves constant
understanding of the changing direction and scope of a business
and of the industry in which it competes. Those who don’t know
their strategy and have not thought through the possible actions
and reactions to their competitor moves will be just like the
pilot whose radar intercepts the incoming Scorpion missile. If
their response is not immediate and based upon up-to-date market
knowledge and an understanding of a well planned strategy,
companies or components of the chain that make the company
successful will get shot out of the air.
Tray
Thomas can be reached at
tray.thomas@contextnet.com |
