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  3. The Special Forces Club, founded in 1945 in London by former members of the Special Operations Fxecutive,is a reminder that some

The Special Forces Club, founded in 1945 in London by former members of the Special Operations Fxecutive,is a reminder that some

admin2014-06-13  61
问题     The Special Forces Club, founded in 1945 in London by former members of the Special Operations Fxecutive,is a reminder that some things are more important than money. But the world of money is hard to ignore. Harrods, a posh department store, is just around the corner. A Russian oligarch is noisily building a palace across the road. Many members have to think about making a living now that the army is shrinking. They wonder; are the skills that are celebrated inside the club useful in the world outside its windows?
    Once upon a time, business could not get enough of the smell of cordite. Tycoons referred to themselves as "captains of industry" and crafted "strategics"(from the Greek word for "general")for their troops. They talked of waging "war" on their rivals. They relaxed by reading Sun Tzu’s "The Art of War". But more recently attitudes have changed. Businesspeople argue that military-style command-and-control systems are out of date in a world of knowledge’ workers and fluid alliances.
    This argument provokes derision in the Special Forces Club. Sir. Michael Rose, a retired general who spent part of his career with Britain’s SAS(Special Air Service), points out that the special forces have always embraced currently trendy management nostrums such as "empowerment" and " high-performance teams". People who are dropped behind enemy lines have no choice but to rely on their own wits and make the most of limited resources. Sir. Michael also points out that the regular forces have followed the special forces in introducing a "mission-command approach"—that is, a commander defines the overall mission but then leaves the officers on the ground to decide how to execute it.
    Plenty of retired officers argue that businesspeople have much to learn from the armed services. For example, business theorists increasingly emphasizes the importance of corporate culture, yet many new businesses do a dismal job of nurturing it. The military services, by contrast, have been adept at preserving their culture at a time of social turmoil. Granted, they have sometimes been slow to change. America only lifted the ban on openly gay troops in 2011, and on women in combat last month. But still, armies are much better than other institutions at building a lifelong esprit de corps. Military mottoes make strong men cry: " The few, the proud" ; " Who dares wins". Most corporate mission statements make desk warriors cringe with embarrassment.
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