Although my PhD study is in the field of Operations Research, it took a trip to Normandy to see the impact and history of this area first hand.
The Allies carried out a number of operations – Operation Overlord, for example, was the invasion of Normandy.
The picture that comes to mind of an operation might be one of individual effort and contribution
You might do one yourself with enough persistence and zeal – if you set a goal and put in the work then you can push any rock up any hill.
But, if you read the histories of these operations it’s eye opening just how easily it could have gone the other way.
If the weather hadn’t eased enough on the 6th of June, if the mission had been delayed by a couple of weeks, if key figures on the other side hadn’t been asleep or travelling, things could have turned out very differently.
Events and personalities have an effect on operations that’s a little like a massive object on light – it bends its path.
The rock you’re trying to push is actually rolling this way and that, based on the distribution of power in the system and effects that you have no control over.
Operations Research has the tools to work out what and who needs to be where and when for maximum impact.
But that’s only part of it.
It also has the tools to work with the aspects of power and culture that make real-world operations so messy.
Modern militaries have learned from these experiences and many have processes that are designed to prevent decisions being made purely because someone important says so.
This is something we should bring into business processes as well.
Handcrafted insight 