The invasion of occupied France in 1944 was an unprecedented (and unrepeated) act of military management. The sheer size of the operation, in which over 156,000 men with 20,000 vehicles were deposited on hostile soil during the course of a single day, stands alone as a model of planning and preparation. To achieve this objective, a further 200,000 seamen, in nearly 7,000 ships, and nearly 11,600 aircraft and their crews, were employed that day. During the battle for Normandy, which lasted for 77 days, over two million Allied and a million German troops were involved. From an international perspective, representatives of a multitude of nations and races were present, and not only on the Allied side: the German Army included soldiers from as far away as India.
Examples of all of the managerial subjects outlined elsewhere on this website may be found in Normandy. For this specimen itinerary, however, we have limited ourselves to three topics, planning, decision- making, and leadership. Each of these takes place at different levels within an organisation, and each requires different emphases depending upon the level at which it is carried out. This workshop examines examples of the topics at strategic, operational and task levels, and draws distinctions between the activities as they are carried out at each of them, a distinction which is all too often lost in management teaching. Many organisations decry the performance of middle- and shopfloor managers as leaders, decision-makers and planners, but fail to recognise that it is the senior team that needs to gain understanding that the skills are different at different tiers of management. Partly, this is a failure of communication in both directions, but much of the problem lies in organisational structure and ethos, where managers and executives are inserted into companies without having an understanding of how they work at levels other than their own. This workshop highlights the different skills required at each level of command and the constraints and frustrations associated with them.
Consideration of the problems facing leaders at a strategic level, dealing with global issues and multi- national groups, the issues confronting leaders including Churchill, Roosevelt, and Hitler illustrate and illuminate many of those experienced by companies today. At the operational level, the problems faced by Eisenhower, Montgomery and other Allied commanders, and Rommel and other German generals, highlight the practicalities of putting into effect the directions of strategic leaders. At task level, the importance of leadership at all levels is brought home – without effective people on the ground, the entire operation is put at risk.
One example of the last point is the capture of the bridges over the Caen Canal and the River Orne. These were essential to the success of the British 6th Airborne Division’s drop to secure the eastern end of the D Day landings. Without the bridges, the division would have been cut off from the main landing forces on the beaches and, without support, could not only have been destroyed but could have failed in their mission. The plan to take the bridges intact was bold in conception and execution, and entirely reliant on the leadership, preparation and qualities of the men that carried it out.
The leadership displayed by all ranks on Omaha Beach illustrates the value of a development scheme which encourages individuals to acquire knowledge throughout their careers which enables them not only to perform to peak ability in their current appointments, but to prepare for more demanding future roles. Despite the chaos and heavy casualties on the landing beach, leaders emerged at all levels to ensure that the objectives were achieved. It is not overstating the case to say that had they not done so, the D Day invasion could have proved a costly failure and that history would have taken a different turn. ‘Mission Command’, as practised then and now, equips middle and junior management to carry out their jobs in the absence of close supervision. Through ensuring that they understand their commander’s intent, and by encouraging the use of initiative, they are enabled to play a full and productive part in the organisation’s business.
Finally, examination of the frustrations of leadership when faced with severe problems and the necessity to maintain the drive towards the aim, as illustrated by the fighting around Caen.
- Late afternoon assembly for introductory briefing and dinner. The strategic situation, and the roles
of leaders and decision-makers at that level. The planning for Operation OVERLORD.
- Overnight crossing to Ouistreham. Accommodation on board.
- Pegasus Bridge. Consideration of the glider-borne capture of the bridges on the Caen Canal and
the River Orne, and the planning, preparation and execution of the operation.
- SWORD Beach. The failure to capture Caen on D Day.
- JUNO Beach. Lunch in Courcelles
- Arromanches. MULBERRY Harbour. Implementation of strategic planning
- Accommodation: Bayeaux
- Evening session: Consideration of the applicability of today’s lessons to corporate life
- OMAHA Beach and Pointe du Hoc. Leadership issues at task and operational levels. Achieving
the aim despite overwhelming problems.
- Accommodation: Bayeaux
- Evening session: Consideration of the applicability of today’s lessons to corporate life
- The battle for Caen – adapting the approach while maintaining the aim. The wider strategic
objective and the operational realities. Overcoming reverses and sustaining motivation.
- The German perspective
- Afternoon ferry to Portsmouth.