https://www.slideshare.net/vgururao/thinking-in-ooda-loops SlideShare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our User Agreement and Privacy Policy. SlideShare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our Privacy Policy and User Agreement for details. SlideShare * Home * Explore [ ] Submit Search * Upload * Login * Signup SlideShare * Home * Explore * Login * Signup [ ] Successfully reported this slideshow. We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime. Create your free account to read unlimited documents. Thinking in OODA Loops Thinking in OODALoopsVenkatesh Rao With monotonous regularity, apparently competent men have laid down thelaw about what is technically possible or impossib... "an organizational climate for operational success"{{Blitzkrieg Model OODA loop3Thinking in OODA loops is about getti... 4Trust (Einheit)Capabilities (Fingerspitzengefuhl)Contracts (Auftragstaktik)Goal (Schwerpunkt)"an organizational c... 51. A vocabulary, grammar and syntax for live decision-making2. A habit of seeing problems with boldness and imaginatio... 6Core of OODA thinkingOperate inside another agent's decision-cycle, collapsing it from within 7WARNING #1: OODA is a not a process diagram. Treat it as amindful meditation catalyst, not a blueprintWARNING #2: OODA... 8How to "do" OODA-based strategy1. Operate in real-time: if you need time to think youmust create it2. See in functio... 9If you don't create time1. Time pressure builds2. You make mistakes3. Imagination starts to fail4. Your luck turn... 10The goal of OODA operations is to operate inside the adversary'sdecision cycle, to seize and retain the initiative, in... 11"No bastard ever won a war by dying for his country. He wonit by making the other poor dumb bastard die for hiscountr... 12The goal of OODA operations is to operate inside the market'sdecision cycle, to seize and retain the initiative, in or... 13Business as PURE CONFLICT (Zero/Negative Sum)Business as PURE COOPERATION(Positive-Sum)Business as "COOPETIT... 14Jim Keller 2x2:(tm) 4 possible OODA loop regimes 15Unsafe SafeAdvanceRetreatCONTRACTION"Collapsing" OODA loopSense of certain doomDISCOVERYSERENDIPITY(surprising... 16Wherever you are on the spectrum......There is no permanent strategic advantage 17Covid Response in 4 regimesUnsafe SafeAdvanceRetreat 1812 Examples1. Lanchester attrition2. Turnicate (sea squirt)3. Leuchordium (a worm) 4. Throwing a ball5. Infinite... Lanchester's Law (1916): The relative loss rates ofopposed forces in combat is inversely proportionateto the ratio of th... 20OODA solution: Start maneuvering! 21https://github.com/vgururao/MatlabFun/tree/master/ lanchester 22Lesson 1: maneuvering creates theequivalent of a resource advantage 232.Problem: The Sea Squirt (Turnicate) needs a brain to find a goodlocation to live on the sea floor, but doesn't have... 24OODA solution: Eat your brain when you're done! 25Lesson 2: You don't need much of a brainto run an OODA loop, only a reality signal 263.Problem: The Leuchordium worm needsto get around, but has weak mobility 27OODA solution: Hijack a snail tohitch a ride in a bird's gut 28Lesson 3: Containment does not equal control. Justbecause you run the OODA loop, doesn't mean youown the OODA loop 294.Problem: You're throwing a ball but a mad scientisthas messed with your vision by putting wedge prismglasses on yo... 30OODA solution: Your cerebellum has you covered! 31Purkinje cells: the cerebellum re-orientation hardware 32Lesson 4: The older parts of your brain arealready wired for OODA. It's the newer parts thathave some learning to do. 335.Problem: Rooms are much smaller than the VRenvironments we'd like to walk around in 34OODA solution: hack the saccades! 35Lesson 5: You normally drive on the map, not on theterritory. This fact can, and generally will, be used againstyou 366.Problem: You're playing white in a weird chess game with asevere material disadvantage, how do you even the odds? 37OODA solution: Move twice as fast! 38Lesson 6: a tempo advantage can make up fora surprisingly heavy material or positionaldisadvantage... for a while. 397.Problem: Your lunar probe is in the wrong earth-moon orbit anddoesn't have enough fuel to get into the planned luna... 40OODA Solution: Exploit the chaos created by the sun in theearth-moon system 41Lesson 7: the map is not the territoryLesson 8: The right boundary is the one that "carvesreality at the joints"Le... 428.Problem: You need to move to a new position and kick theball towards the goal before the competition does 43MoveKickMove 1Rot 1Move 2Rot 2KickCornell omnidirectional drive withoptimal-control maneuveringUnidirectional ... 44Lesson 10: Richer moves beats more movesLesson 11: Higher tempo with an inferiororientation loses to lower tempo wit... 459.Problem: There are way more drivers than cops.How do you get drivers to obey the law? 46OODA solution: Loom menacingly so you look bigger than you are 47Lesson 12: People respond to perceptions, not realities,and having the initiative allows you to shape perceptions 481. Single aircraft type or heterogeneous fleets?2. Short-hop or hub-spoke?3. Peanuts or fancy full-service meals?... 49OODA solution: Compete with buses and cars, not other airlines!1. Single aircraft type or heterogeneous fleets?2. Sh... 50Lesson 13: Superior orientation leads to superiorgoals, which makes all other decisions easy 5111.Problem: Hans Gruber has taken over your building andcontrols all exits, entries, and passageways 52OODA solution: Move through the ventilation ducts(Nakatomi Space!) 53http://www.bldgblog.com/2010/01/nakatomi-space/ 54Lesson 14: Just because it was designed for apurpose doesn't mean you must ONLY use it for thatpurpose 5512.Problem: Your adversary has is dominant on all technological frontsand has perfect hive-mind situation awarenessM... 56OODA solution: Fight low-techLt .General Paul Van RiperRed Team strategy: Radio silence, motorcyclecouriers, swarm a... 57Lesson 15: Don't attack where the adversary isalready massively over-prepared 58BONUS! 13Problem: What happens when you put the following together?Boyd's problemHandlebars from a bicycleOutboard ... 59OODA solution: Snowmobile!Boyd's Snowmobile 60Lesson 16: Objects are not the same as theirfunctions or behaviors 611. Maneuvering creates the equivalent of a resource advantage2. You don't need much of a brain to run an OODA loop, on... 62 63History of traderelations with ChinaDoctrinal beliefs (eg.Moore's Law)Case studies of energytransitionsStarlink b... 64Territory orientationMap orientationExplicit orientationImplicit orientationNull orientation"Head in the game"... 65Null orientation: wearing a "kick me sign" 66Implicit orientation: Noticing deviations from "normalcy" 67Explicit orientation: Having models that can at least be wrong 68Map orientation: Knowing how models are situated inenvironments 69Territory awareness: Knowing when maps are going wrong "an organizational climate for operational success"{{Blitzkrieg Model OODA loop70Thinking in OODA loops is about gett... 71WARNING #1: OODA is a not a process diagram. Treat it as amindful meditation catalyst, not a blueprintWARNING #2: OOD... 72How to "do" OODA-based strategy1. Operate in real-time: if you need time to think youmust create it2. See in functi... Upcoming SlideShare Loading in ...5 x SlideShare You are reading a preview. Create your free account to continue reading. Sign Up 1 1 of 72 Like this presentation? Why not share! * Share * Email * * * What to Upload to SlideShare by SlideShare 11409123 views * Be A Great Product Leader (Amplify,... by Adam Nash 1698887 views * Trillion Dollar Coach Book (Bill Ca... by Eric Schmidt 1701381 views * APIdays Paris 2019 - Innovation @ s... by apidays 2246089 views * A few thoughts on work life-balance by Wim Vanderbauwhede 1580773 views * Is vc still a thing final by Mark Suster 1432016 views Share SlideShare --------------------------------------------------------------------- * Facebook * Twitter * LinkedIn Embed [ ] Size (px) [] Start on [] [*] Show related SlideShares at end WordPress Shortcode [ ] Link [ ] of Prev SlideShare Next SlideShares Thinking in OODA Loops Slide 1 Thinking in OODA Loops Slide 2 Thinking in OODA Loops Slide 3 Thinking in OODA Loops Slide 4 Thinking in OODA Loops Slide 5 Thinking in OODA Loops Slide 6 Thinking in OODA Loops Slide 7 Thinking in OODA Loops Slide 8 Thinking in OODA Loops Slide 9 Thinking in OODA Loops Slide 10 Thinking in OODA Loops Slide 11 Thinking in OODA Loops Slide 12 Thinking in OODA Loops Slide 13 Thinking in OODA Loops Slide 14 Thinking in OODA Loops Slide 15 Thinking in OODA Loops Slide 16 Thinking in OODA Loops Slide 17 Thinking in OODA Loops Slide 18 Thinking in OODA Loops Slide 19 Thinking in OODA Loops Slide 20 Thinking in OODA Loops Slide 21 Thinking in OODA Loops Slide 22 Thinking in OODA Loops Slide 23 Thinking in OODA Loops Slide 24 Thinking in OODA Loops Slide 25 Thinking in OODA Loops Slide 26 Thinking in OODA Loops Slide 27 Thinking in OODA Loops Slide 28 Thinking in OODA Loops Slide 29 Thinking in OODA Loops Slide 30 Thinking in OODA Loops Slide 31 Thinking in OODA Loops Slide 32 Thinking in OODA Loops Slide 33 Thinking in OODA Loops Slide 34 Thinking in OODA Loops Slide 35 Thinking in OODA Loops Slide 36 Thinking in OODA Loops Slide 37 Thinking in OODA Loops Slide 38 Thinking in OODA Loops Slide 39 Thinking in OODA Loops Slide 40 Thinking in OODA Loops Slide 41 Thinking in OODA Loops Slide 42 Thinking in OODA Loops Slide 43 Thinking in OODA Loops Slide 44 Thinking in OODA Loops Slide 45 Thinking in OODA Loops Slide 46 Thinking in OODA Loops Slide 47 Thinking in OODA Loops Slide 48 Thinking in OODA Loops Slide 49 Thinking in OODA Loops Slide 50 Thinking in OODA Loops Slide 51 Thinking in OODA Loops Slide 52 Thinking in OODA Loops Slide 53 Thinking in OODA Loops Slide 54 Thinking in OODA Loops Slide 55 Thinking in OODA Loops Slide 56 Thinking in OODA Loops Slide 57 Thinking in OODA Loops Slide 58 Thinking in OODA Loops Slide 59 Thinking in OODA Loops Slide 60 Thinking in OODA Loops Slide 61 Thinking in OODA Loops Slide 62 Thinking in OODA Loops Slide 63 Thinking in OODA Loops Slide 64 Thinking in OODA Loops Slide 65 Thinking in OODA Loops Slide 66 Thinking in OODA Loops Slide 67 Thinking in OODA Loops Slide 68 Thinking in OODA Loops Slide 69 Thinking in OODA Loops Slide 70 Thinking in OODA Loops Slide 71 Thinking in OODA Loops Slide 72 SlideShare You are reading a preview. Create your free account to continue reading. Sign Up Upcoming SlideShare What to Upload to SlideShare Next Download Now Download to read offline and view in fullscreen. Leadership & Management Nov. 24, 2021 7,212 views 7 Likes Share Download Now Download Download to read offline Thinking in OODA Loops Download Now Download Download to read offline Leadership & Management Nov. 24, 2021 7,212 views A public version of the slides for a corporate OODA loop workshop I've delivered multiple times over the years. The very first version of this was delivered as an informal talk at the Boyd and Beyond conference at Quantico in 2012. Read more Venkatesh Rao Venkatesh Rao Follow Independent Consultant Recommended * The Computational condition The Computational condition Venkatesh Rao * The weirdness of the crowd The weirdness of the crowd Venkatesh Rao * The Weird State of the State The Weird State of the State Venkatesh Rao * Do Investors Matter? Do Investors Matter? Venkatesh Rao * Zemblanity and Serendipity in Guardian and Trader Narratives Zemblanity and Serendipity in Guardian and Trader Narratives Venkatesh Rao * Death and Taxes Death and Taxes Venkatesh Rao * The Message is the Medium The Message is the Medium Venkatesh Rao * Sacred Riots Sacred Riots Venkatesh Rao * Scene Hacking by Seb Paquet Scene Hacking by Seb Paquet Venkatesh Rao * UNSTUCK: An introduction to Ribbonfarm Consulting UNSTUCK: An introduction to Ribbonfarm Consulting Venkatesh Rao Related Books Free with a 30 day trial from Scribd See all Ask for More: 10 Questions to Negotiate Anything Alexandra Carter (4/5) Free Leadership by Algorithm: Who Leads and Who Follows in the AI Era David De Cremer (3/5) Free Everyone Communicates, Few Connect: What the Most Effective People Do Differently John C. Maxwell (4.5/5) Free Lead Yourself First: Inspiring Leadership Through Solitude Raymond M. Kethledge (4/5) Free Developing the Leaders Around You: How to Help Others Reach Their Full Potential John C. Maxwell (4.5/5) Free The Human Factor: Using aviation principles to boost organisational performance, reduce error and get the best from your people Graham Miller (0/5) Free Elevate: Push Beyond Your Limits and Unlock Success in Yourself and Others Robert Glazer (4.5/5) Free Servant Leader Ken Blanchard (4.5/5) Free Leadership and Self-Deception: Getting out of the Box The Arbinger Institute (4/5) Free WOLFPACK: How to Come Together, Unleash Our Power, and Change the Game Abby Wambach (4/5) Free Lead Like Jesus: Lessons from the Greatest Leadership Role Model of All Time Ken Blanchard (4.5/5) Free Spiritual Leadership: Moving People on to God's Agenda Henry T Blackaby (5/5) Free Leadershift: The 11 Essential Changes Every Leader Must Embrace John C. Maxwell (5/5) Free The 360 Degree Leader Workbook: Developing Your Influence from Anywhere in the Organization John C. Maxwell (0/5) Free Living Forward: A Proven Plan to Stop Drifting and Get the Life You Want Michael Hyatt (4/5) Free Developing the Leaders Around You Lunch & Learn John C. Maxwell (3/5) Free Related Audiobooks Free with a 30 day trial from Scribd See all You're About to Make a Terrible Mistake!: How Biases Distort Decision-Making-and What You Can Do to Fight Them Olivier Sibony (5/5) Free 2030: How Today's Biggest Trends Will Collide and Reshape the Future of Everything Mauro F. Guillen (4.5/5) Free The Power of Ritual: Turning Everyday Activities into Soulful Practices Casper ter Kuile (4.5/5) Free Principles: Life and Work Ray Dalio (4.5/5) Free Smartcuts: How Hackers, Innovators, and Icons Accelerate Business Shane Snow (4.5/5) Free Change or Die Alan Deutschman (4.5/5) Free Principle-Centered Leadership Stephen R. Covey (4.5/5) Free Leading the Starbucks Way: 5 Principles for Connecting with Your Customers, Your Products, and Your People Joseph A. Michelli (4/5) Free Emotional Intelligence 2.0 Travis Bradberry (4.5/5) Free Power: Why Some People Have It--and Others Don't Jeffrey Pfeffer (5/5) Free Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell Eric Schmidt (4.5/5) Free The Art of War: Original Classic Edition Sun Tzu (4/5) Free Extreme Ownership: How U.S. Navy Seals Lead and Win Jocko Willink (5/5) Free Anxiety at Work: 8 Strategies to Help Teams Build Resilience, Handle Uncertainty, and Get Stuff Done Adrian Gostick (5/5) Free The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers Ben Horowitz (4.5/5) Free Brain Rules (Updated and Expanded): 12 Principles for Surviving and Thriving at Work, Home, and School John Medina (4.5/5) Free * 7 Likes * Statistics * Notes * bguanzon Brian Guanzon , Digital Strategy, Marketing and Web Application Development Consultant at Northwest Artisitic Promotions 52 minutes ago * chesh1 chesh1 3 hours ago * ShawnKilburn1 ShawnKilburn1 4 hours ago * danielhankins1 daniel hankins , Chairman Senior Executive Historia Scriptor at Hyperglobalmeganet 7 hours ago * BillyRamogi2 BillyRamogi2 8 hours ago * EdwardMulder Edward Mulder , CAD Management/Development at Warmboard, Inc. 16 hours ago * DaveCrossland DaveCrossland 21 hours ago Show More Views Total views 7,212 On SlideShare 0 From Embeds 0 Number of Embeds 556 Actions Shares 0 Downloads 98 Comments 0 Likes 7 No notes for slide Thinking in OODA Loops 1. 1. Thinking in OODA Loops Venkatesh Rao 2. 2. With monotonous regularity, apparently competent men have laid down the law about what is technically possible or impossible -- and have been proved utterly wrong, sometimes while the ink was scarcely dry from their pens. On careful analysis, it appears that these debacles fall into two classes, which I will call "failures of nerve" and "failures of imagination." The failure of nerve seems to be the more common; it occurs when even given all the relevant facts the would-be prophet cannot see that they point to an inescapable conclusion. Some of these failures are so ludicrous as to be almost unbelievable, and would form an interesting subject for psychological analysis. -- From Hazards of Prophecy by Arthur C. Clarke, in Profiles of the Future: An Inquiry into the Limits of the Possible 2 3. 3. "an organizational climate for operational success" { { Blitzkrieg Model OODA loop 3 Thinking in OODA loops is about getting the right mix of nerve and imagination for a winning strategy. Today's session! 4. 4. 4 Trust (Einheit) Capabilities (Fingerspitzengefuhl) Contracts (Auftragstaktik) Goal (Schwerpunkt) "an organizational climate for operational success" 1. A vocabulary, grammar and syntax for thinking about organizations 2. A style of diagnosing and intervening in organizations 3. A foundation for building a winning culture 5. 5. 5 1. A vocabulary, grammar and syntax for live decision-making 2. A habit of seeing problems with boldness and imagination 3. A foundation for "doing" strategy "an organizational climate for operational success" Today's session! 6. 6. 6 Core of OODA thinking Operate inside another agent's decision- cycle, collapsing it from within 7. 7. 7 WARNING #1: OODA is a not a process diagram. Treat it as a mindful meditation catalyst, not a blueprint WARNING #2: OODA is NOT a cyclic sequence. All 4 behaviors evolve in parallel flowing into each other. WARNING #3: Orientation is a context-sensitive gestalt state, not a behavior. Re-orientation is an unscripted state reset that is the result of imaginative re-perception and re-situation in the environment, accompanied by active creative destruction. It is not a predictable "meta" process. WARNING #4: OODA is not about "iterating faster" than the competition. 8. 8. 8 How to "do" OODA-based strategy 1. Operate in real-time: if you need time to think you must create it 2. See in functionally unfixed ways: things are not their functions 3. Mind the matrix: perceptions are not realities 4. Workshop through sparring: if it's not being free- play tested, it isn't thinking 5. Develop deep memory: historical amnesia equals bad strategy 9. 9. 9 If you don't create time 1. Time pressure builds 2. You make mistakes 3. Imagination starts to fail 4. Your luck turns bad 5. Appetite for risk starts to collapse 6. Fear forces an unsafe retreat 7. Your OODA loop "collapses" 8. Feeling of certain doom This is ZEMBLANITY If you do create time 1. Time advantage accumulates 2. You make inspired moves 3. Imagination starts to compound 4. Your luck turns good 5. Appetite for risk starts to increase 6. Confidence fuels a bold advance 7. You "seize the initiative" 8. Feeling of unstoppable power This is SERENDIPITY "Create time" = "operate inside the adversary's decision cycle" 10. 10. 10 The goal of OODA operations is to operate inside the adversary's decision cycle, to seize and retain the initiative, in order to control the conflict, to make yourself surprisingly lucky and your adversary unsurprisingly unlucky Prototype: War Pure Conflict OODA (Zero/Negative-Sum) 11. 11. 11 "No bastard ever won a war by dying for his country. He won it by making the other poor dumb bastard die for his country." -- General George S. Patton 12. 12. 12 The goal of OODA operations is to operate inside the market's decision cycle, to seize and retain the initiative, in order to control the market, to make yourself surprisingly lucky, and your customer predictably delighted Prototype: Caring for an infant Pure Cooperation OODA (Positive-Sum) 13. 13. 13 Business as PURE CONFLICT (Zero/Negative Sum) Business as PURE COOPERATION (Positive-Sum) Business as "COOPETITION" (Mixed-Sum) Idealistic Businesses Extractive Businesses Pragmatic Businesses 14. 14. 14 Jim Keller 2x2:(tm) 4 possible OODA loop regimes 15. 15. 15 Unsafe Safe Advance Retreat CONTRACTION "Collapsing" OODA loop Sense of certain doom DISCOVERY SERENDIPITY (surprisingly lucky) ZEMBLANITY (unsurprisingly unlucky) "Certain to Win" OODA loop Sense of unstoppable power Graceful Degradation OODA loop New environment OODA loop arrogance loss of nerve and imagination resurrection confidence complacency humiliation Silicon Valley paranoia set-point 16. 16. 16 Wherever you are on the spectrum... ...There is no permanent strategic advantage 17. 17. 17 Covid Response in 4 regimes Unsafe Safe Advance Retreat 18. 18. 18 12 Examples 1. Lanchester attrition 2. Turnicate (sea squirt) 3. Leuchordium (a worm) 4. Throwing a ball 5. Infinite walking 6. Asymmetric chess 7. HITEN mission salvage 8. Robot soccer 9. Traffic enforcement 10. Southwest Airlines 11. Nakatomi Spaces 12. The Van Riper Affair 19. 19. Lanchester's Law (1916): The relative loss rates of opposed forces in combat is inversely proportionate to the ratio of the squares of their strengths 1. Problem: Attrition conflict creates a doomsday stalemate between equally matched sides. How do you break out? 20. 20. 20 OODA solution: Start maneuvering! 21. 21. 21 https://github.com/vgururao/MatlabFun/tree/master/ lanchester 22. 22. 22 Lesson 1: maneuvering creates the equivalent of a resource advantage 23. 23. 23 2. Problem: The Sea Squirt (Turnicate) needs a brain to find a good location to live on the sea floor, but doesn't have the energy to sustain a large brain 24. 24. 24 OODA solution: Eat your brain when you're done! 25. 25. 25 Lesson 2: You don't need much of a brain to run an OODA loop, only a reality signal 26. 26. 26 3. Problem: The Leuchordium worm needs to get around, but has weak mobility 27. 27. 27 OODA solution: Hijack a snail to hitch a ride in a bird's gut 28. 28. 28 Lesson 3: Containment does not equal control. Just because you run the OODA loop, doesn't mean you own the OODA loop 29. 29. 29 4. Problem: You're throwing a ball but a mad scientist has messed with your vision by putting wedge prism glasses on you, so you keep missing 30. 30. 30 OODA solution: Your cerebellum has you covered! 31. 31. 31 Purkinje cells: the cerebellum re-orientation hardware 32. 32. 32 Lesson 4: The older parts of your brain are already wired for OODA. It's the newer parts that have some learning to do. 33. 33. 33 5. Problem: Rooms are much smaller than the VR environments we'd like to walk around in 34. 34. 34 OODA solution: hack the saccades! 35. 35. 35 Lesson 5: You normally drive on the map, not on the territory. This fact can, and generally will, be used against you 36. 36. 36 6. Problem: You're playing white in a weird chess game with a severe material disadvantage, how do you even the odds? 37. 37. 37 OODA solution: Move twice as fast! 38. 38. 38 Lesson 6: a tempo advantage can make up for a surprisingly heavy material or positional disadvantage... for a while. 39. 39. 39 7. Problem: Your lunar probe is in the wrong earth-moon orbit and doesn't have enough fuel to get into the planned lunar orbit 40. 40. 40 OODA Solution: Exploit the chaos created by the sun in the earth-moon system 41. 41. 41 Lesson 7: the map is not the territory Lesson 8: The right boundary is the one that "carves reality at the joints" Lesson 9: Chaos favors the superior orientation 42. 42. 42 8. Problem: You need to move to a new position and kick the ball towards the goal before the competition does 43. 43. 43 Move Kick Move 1 Rot 1 Move 2 Rot 2 Kick Cornell omnidirectional drive with optimal-control maneuvering Unidirectional drive with Manhattan grid maneuvering OODA solution: Invent better moves than the competition 44. 44. 44 Lesson 10: Richer moves beats more moves Lesson 11: Higher tempo with an inferior orientation loses to lower tempo with superior orientation 45. 45. 45 9. Problem: There are way more drivers than cops. How do you get drivers to obey the law? 46. 46. 46 OODA solution: Loom menacingly so you look bigger than you are 47. 47. 47 Lesson 12: People respond to perceptions, not realities, and having the initiative allows you to shape perceptions 48. 48. 48 1. Single aircraft type or heterogeneous fleets? 2. Short-hop or hub-spoke? 3. Peanuts or fancy full-service meals? 4. Many classes or a single class? 5. Assigned or non-assigned seating? 6. Fast or slow gate-turnaround time? 7. Customer experience first or employee experience first? 8. Stingy or generous baggage allowance? 9. Premium or budget pricing? 10. Problem: It's 1967 and you're entering a supposedly "Golden Age" crony industry where everybody sucks, which of the gazillion parts of the playbook should you rewrite? 49. 49. 49 OODA solution: Compete with buses and cars, not other airlines! 1. Single aircraft type or heterogeneous fleets? 2. Short-hop or hub-spoke? 3. Peanuts or fancy full-service meals? 4. Many classes or a single class? 5. Assigned or non-assigned seating? 6. Fast or slow gate-turnaround time? 7. Customer experience first or employee experience first? 8. Stingy or generous baggage allowance? 9. Premium or budget pricing? 50. 50. 50 Lesson 13: Superior orientation leads to superior goals, which makes all other decisions easy 51. 51. 51 11. Problem: Hans Gruber has taken over your building and controls all exits, entries, and passageways 52. 52. 52 OODA solution: Move through the ventilation ducts (Nakatomi Space!) 53. 53. 53 http://www.bldgblog.com/2010/01/nakatomi-space/ 54. 54. 54 Lesson 14: Just because it was designed for a purpose doesn't mean you must ONLY use it for that purpose 55. 55. 55 12. Problem: Your adversary has is dominant on all technological fronts and has perfect hive-mind situation awareness Millennium War Games to test Network-Centric Warfare 56. 56. 56 OODA solution: Fight low-tech Lt .General Paul Van Riper Red Team strategy: Radio silence, motorcycle couriers, swarm attack by fishing boats 57. 57. 57 Lesson 15: Don't attack where the adversary is already massively over-prepared 58. 58. 58 BONUS! 13 Problem: What happens when you put the following together? Boyd's problem Handlebars from a bicycle Outboard motor from a boat Caterpillar treads from a child's toy tank A pair of skis 59. 59. 59 OODA solution: Snowmobile! Boyd's Snowmobile 60. 60. 60 Lesson 16: Objects are not the same as their functions or behaviors 61. 61. 61 1. Maneuvering creates the equivalent of a resource advantage 2. You don't need much of a brain to run an OODA loop, only a reality signal 3. Just because you run the OODA loop, doesn't mean you own the OODA loop 4. The older parts of your brain are already wired for OODA. It's the newer parts that have some learning to do. 5. You normally drive on the map, not on the territory. This fact can, and generally will, be used against you 6. A tempo advantage can make up for a surprisingly heavy material or positional disadvantage... for a while 7. The map is not the territory 8. The right boundary is the one that "carves reality at the joints" 9. Chaos favors the superior orientation 10.Richer moves beats more moves 11.Higher tempo with an inferior orientation loses to lower tempo with superior orientation 12.People respond to perceptions, not realities, and having the initiative allows you to shape perceptions 13.Superior orientation leads to superior goals, which makes all other decisions easy 14.Just because it was designed for a purpose doesn't mean you must ONLY use it for that purpose 15.Don't attack where the adversary is already massively over prepared 16.Objects are not the same as their functions or behaviors 62. 62. 62 63. 63. 63 History of trade relations with China Doctrinal beliefs (eg. Moore's Law) Case studies of energy transitions Starlink brings connectivity to isolated areas Example: Detroit history in automotive 64. 64. 64 Territory orientation Map orientation Explicit orientation Implicit orientation Null orientation "Head in the game" Deepening, more fluid orientation, faster transients, higher tempo Unpacking "Orientation" 65. 65. 65 Null orientation: wearing a "kick me sign" 66. 66. 66 Implicit orientation: Noticing deviations from "normalcy" 67. 67. 67 Explicit orientation: Having models that can at least be wrong 68. 68. 68 Map orientation: Knowing how models are situated in environments 69. 69. 69 Territory awareness: Knowing when maps are going wrong 70. 70. "an organizational climate for operational success" { { Blitzkrieg Model OODA loop 70 Thinking in OODA loops is about getting the right mix of nerve and imagination for a winning strategy. Today's session! 71. 71. 71 WARNING #1: OODA is a not a process diagram. Treat it as a mindful meditation catalyst, not a blueprint WARNING #2: OODA is NOT a cyclic sequence. All 4 behaviors evolve in parallel flowing into each other. WARNING #3: Orientation is a context-sensitive gestalt state, not a behavior. Re-orientation is an unscripted state reset that is the result of imaginative re-perception and re-situation in the environment, accompanied by active creative destruction. It is not a predictable "meta" process. WARNING #4: OODA is not about "iterating faster" than the competition. 72. 72. 72 How to "do" OODA-based strategy 1. Operate in real-time: if you need time to think you must create it 2. See in functionally unfixed ways: things are not their functions 3. Mind the matrix: perceptions are not realities 4. Workshop through sparring: if it's not being free- play tested, it isn't thinking 5. Develop deep memory: historical amnesia equals bad strategy Recommended * The Computational condition The Computational condition Venkatesh Rao * The weirdness of the crowd The weirdness of the crowd Venkatesh Rao * The Weird State of the State The Weird State of the State Venkatesh Rao * Do Investors Matter? Do Investors Matter? Venkatesh Rao * Zemblanity and Serendipity in Guardian and Trader Narratives Zemblanity and Serendipity in Guardian and Trader Narratives Venkatesh Rao * Death and Taxes Death and Taxes Venkatesh Rao * The Message is the Medium The Message is the Medium Venkatesh Rao * Sacred Riots Sacred Riots Venkatesh Rao * Scene Hacking by Seb Paquet Scene Hacking by Seb Paquet Venkatesh Rao * UNSTUCK: An introduction to Ribbonfarm Consulting UNSTUCK: An introduction to Ribbonfarm Consulting Venkatesh Rao * [profile-ph] bguanzon Nov. 24, 2021 * [user-48x48] chesh1 Nov. 24, 2021 * [user-48x48] ShawnKilburn1 Nov. 24, 2021 * [user-48x48] danielhankins1 Nov. 24, 2021 * [user-48x48] BillyRamogi2 Nov. 24, 2021 * [profile-ph] EdwardMulder Nov. 24, 2021 * [user-48x48] DaveCrossland Nov. 24, 2021 A public version of the slides for a corporate OODA loop workshop I've delivered multiple times over the years. The very first version of this was delivered as an informal talk at the Boyd and Beyond conference at Quantico in 2012. Views Total views 7,212 On Slideshare 0 From embeds 0 Number of embeds 556 Actions Downloads 98 Shares 0 Comments 0 Likes 7 7 Likes Statistics Notes * About * Support * Terms * Privacy * Copyright English --------------------------------------------------------------------- (c) 2021 SlideShare from Scribd * * * English * Espanol * Portugues * Francais * Deutsch x Share Clipboard --------------------------------------------------------------------- x * Facebook * Twitter * LinkedIn Link [ ] Public clipboards featuring this slide --------------------------------------------------------------------- x No public clipboards found for this slide Select another clipboard --------------------------------------------------------------------- x Looks like you've clipped this slide to already. [ ] Create a clipboard You just clipped your first slide! Clipping is a handy way to collect important slides you want to go back to later. Now customize the name of a clipboard to store your clips. --------------------------------------------------------------------- Name* [ ] Description [ ] Visibility Others can see my Clipboard [ ] Cancel Save Special Offer to SlideShare Readers x [slideshare] [plus] [scribd_log] [studying] Wait! Exclusive 60 day trial to the world's largest digital library. The SlideShare family just got bigger. You now have unlimited* access to books, audiobooks, magazines, and more from Scribd. Activate your free 60 day trial Cancel anytime.