Red Teaming
How Your Business Can Conquer the Competition by Challenging Everything
(Sprache: Englisch)
Red Teaming is a revolutionary new way to make critical and contrarian thinking part of the planning process of any organization, allowing companies to stress-test their strategies, flush out hidden threats and missed opportunities and avoid being...
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Klappentext zu „Red Teaming “
Red Teaming is a revolutionary new way to make critical and contrarian thinking part of the planning process of any organization, allowing companies to stress-test their strategies, flush out hidden threats and missed opportunities and avoid being sandbagged by competitors.Today, most if not all established corporations live with the gnawing fear that there is another Uber out there just waiting to disrupt their industry. Red Teaming is the cure for this anxiety. The term was coined by the U.S. Army, which has developed the most comprehensive and effective approach to Red Teaming in the world today in response to the debacles of its recent wars in Iraq and Afghanistan. However, the roots of Red Teaming run very deep: to the Roman Catholic Church s Office of the Devil s Advocate, to the Kriegsspiel of the Prussian General Staff and to the secretive AMAN organization, Israel s Directorate of Military Intelligence. In this book, author Bryce Hoffman shows business how to use the same techniques to better plan for the uncertainties of today s rapidly changing economy.
Red Teaming is both a set of analytical tools and a mindset. It is designed to overcome the mental blind spots and cognitive biases that all of us fall victim to when we try to address complex problems. The same heuristics that allow us to successfully navigate life and business also cause us to miss or ignore important information. It is a simple and provable fact that we do not know what we do not know. The good news is that, through Red Teaming, we can find out.
In this book, Hoffman shows how the most innovative and disruptive companies, such as Google and Toyota, already employ some of these techniques organically. He also shows how many high-profile business failures, including those that sparked the Great Recession, could easily have been averted by using these approaches. Most importantly, he teaches leaders how to make Red Teaming part of their own planning
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process, laying the foundation for a movement that will change the way America does business.
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Lese-Probe zu „Red Teaming “
IntroductionKnow the enemy and know yourself; in a hundred battles you will never be in peril. When you are ignorant of the enemy, but know yourself, your chances of winning or losing are equal. If ignorant both of your enemy and yourself, you are certain in every battle to be in peril.
Sun Tzu
On a cold, clear morning in March 2015, I eased my car past the hand-hewn stone walls and imposing iron gates of the old military prison at Fort Leavenworth, Kansas. When they used to talk about sending someone to break rocks at Leavenworth, they meant it. This was where the American military sent the baddest of its bad apples for more than a century. In 1875, the U.S. Army marched the first inmates out to what was still the frontier and forced them to build their prison around themselves, hewing it block by block from the native stone in a scene worthy of Kafka. Officially known as the United States Disciplinary Barracks, it served as the military s maximum security prison until it was deemed unfit even for the worst offenders. The main building had been torn down in 2002 and its inmates transferred to a modern, concrete penitentiary built at a more remote location on the base. I now found myself looking for a parking space on the fresh black asphalt that covered the area where the old cellblocks once stood. The rest of the original prison complex, from the walls and guard towers to the infirmary and workshops, still remained. Some of those buildings had been converted into offices. Others, including a stone edifice that had once housed the gallows, had been converted into classrooms. After a lengthy security check, I headed there, pressed my newly issued security pass to the electronic reader mounted next to the door of classroom 104, and tried to slip inside as discreetly as possible.
But it is hard to be discreet when you are the only civilian in a classroom full of soldiers.
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There were a dozen other students, all wearing battle dress uniforms, and all of them turned in unison when I opened the door and eyed me suspiciously. Eleven were army majors, or soon to be promoted to that rank. One was an air force intelligence officer. Almost all of them had served multiple combat tours in Iraq and Afghanistan. Many wore the army s Combat Action Badge on their left breast, proof that they had been in the thick of it. Several sported paratroopers jump wings. Some were highly decorated. One had a green beret sitting on top of his notebook. The room was occupied by an enormous U-shaped table with seats arranged around the outside edge. A name card was placed in front of each seat. Mine said mr. hoffman. All the others said major so-and-so.
You must be important, said the officer to my left as I slipped into my seat.
I assure you, I m not, I promised.
Then why are you dressed that way? he asked, eyeing my wool sport coat and slacks.
The only other person dressed that way was our instructor, Dr. Kevin Benson. He was a tall, lanky gentleman with a drooping white mustache that made him look like a frontier sheriff. But at least Benson was a retired colonel. And not just any retired colonel. He was, quite literally, the man who had written the invasion plan for Iraq. I felt like I was crashing a party I was not dressed for and had no business attending. But I was right where I needed to be if I was going to learn about red teaming a revolutionary way to stress-test strategies and navigate an uncertain future that I had first learned about from a zombie movie.
***
I don t like zombie movies. I never have. But several friends whose opinions I respect had recommended the 2013 film World War Z and while I did not respect their opinions enough to actually go to the theater and see it, I di
There were a dozen other students, all wearing battle dress uniforms, and all of them turned in unison when I opened the door and eyed me suspiciously. Eleven were army majors, or soon to be promoted to that rank. One was an air force intelligence officer. Almost all of them had served multiple combat tours in Iraq and Afghanistan. Many wore the army s Combat Action Badge on their left breast, proof that they had been in the thick of it. Several sported paratroopers jump wings. Some were highly decorated. One had a green beret sitting on top of his notebook. The room was occupied by an enormous U-shaped table with seats arranged around the outside edge. A name card was placed in front of each seat. Mine said mr. hoffman. All the others said major so-and-so.
You must be important, said the officer to my left as I slipped into my seat.
I assure you, I m not, I promised.
Then why are you dressed that way? he asked, eyeing my wool sport coat and slacks.
The only other person dressed that way was our instructor, Dr. Kevin Benson. He was a tall, lanky gentleman with a drooping white mustache that made him look like a frontier sheriff. But at least Benson was a retired colonel. And not just any retired colonel. He was, quite literally, the man who had written the invasion plan for Iraq. I felt like I was crashing a party I was not dressed for and had no business attending. But I was right where I needed to be if I was going to learn about red teaming a revolutionary way to stress-test strategies and navigate an uncertain future that I had first learned about from a zombie movie.
***
I don t like zombie movies. I never have. But several friends whose opinions I respect had recommended the 2013 film World War Z and while I did not respect their opinions enough to actually go to the theater and see it, I di
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Autoren-Porträt von Bryce G. Hoffman
BRYCE G. HOFFMAN is a bestselling author, speaker and consultant who helps companies around the world plan better and leaders around the world lead better by applying innovative systems from the worlds of business and the military. Before launching his international consulting practice in 2014, Hoffman was an award-winning financial journalist who spent 22 years covering the global automotive, high-tech and biotech industries for newspapers in Michigan and California. He writes a regular column on leadership and culture for Forbes.com and regularly appears on television and radio shows in the United States and around the world.
Bibliographische Angaben
- Autor: Bryce G. Hoffman
- 2017, Internationale Ausgabe, 288 Seiten, Masse: 15,1 x 23,3 cm, Kartoniert (TB), Englisch
- Verlag: Crown Business
- ISBN-10: 1524759988
- ISBN-13: 9781524759988
- Erscheinungsdatum: 16.05.2017
Sprache:
Englisch
Pressezitat
"Red teaming provides the specific tools and a reliable process to continuously improve your management system and business plan to adapt and thrive in our rapidly changing world." Alan Mulally, retired president and CEO of Ford Motor Company and Boeing Commercial Airplanes
"Red teaming is a vital way for leaders to get the honest answers and alternative perspectives they need to plan better and make their strategies succeed."
Marshall Goldsmith, bestselling author of Triggers
"American Icon was one of the most significant business books ever written, and Red Teaming is further proof that Bryce Hoffman is one of the great business writers and thinkers of our time. This is a book that every business and team needs to read NOW!"
Jon Gordon, bestselling author of The Energy Bus and You Win in the Locker Room First
"Red teaming has sparked so many creative ideas that are directly helping our Dale Carnegie business right now. I'm grateful to Bryce Hoffman for writing this book and sharing these key learnings!"
Joe Hart, president and CEO of Dale Carnegie & Associates, Inc.
"Another home run for Bryce Hoffman. Red teaming methods correct overconfidence and impulsive decision-making just what we need today. Hoffman describes the methods plus the stories that make them come to life."
Gary Klein, PhD, senior scientist, MacroCognition, LLC, and author of Sources of Power
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