STRATEGIC NAVIGATION — A Systems Approach to Business Strategy
(c) 2003 by H. William Dettmer
ISBN 0-87389-603-3

Review by Jeff “SKI” Kinsey, Jonah

Ever heard the expression, “You don’t know what you don’t know”? For some twenty years, a relatively unknown physicist by the name of Eliyahu M. Goldratt has been changing the world of business, due in no small part to the efforts of author and business expert H. William Dettmer. Dettmer’s previous two books on the subject of the “Logical Thinking Processes,” as they relate to Goldratt’s Theory of Constraints (TOC), have set a new standard for explaining the true power of TOC.

Now Dettmer has done it again, only bigger! Strategic Navigation applies the thinking processes to business strategy and its implementation. Although he uses a history of military planning as a tool of explanation, let me be perfectly clear, this book in no way promotes a military philosophy of “win-lose” or decimating one’s competition. Dettmer is simply a master of thoroughly decoding a complex concept and his history of military planning in this book is not only appropriate, it is truly enlightening.

Strategic Navigation is destined to force TOC to the tipping point. Actually, it completes the evolution of TOC and brings it to a more robust model known as the Constraints Management Model (CMM). Dettmer documents the application of CMM in the world of strategy by using the thinking process tools of TOC in combination with the learning theories advanced by the late Colonel John R. Boyd, (USAF retired). This synergy is profound. “40-Second Boyd,” as he was known, and his “energy-maneuverability theory” were responsible for the success of the F-15 and F-16 fighter designs.

Combining Boyd’s OODA (Observe, Orient, Decide and Act) loop with logical thinking process tools gives Constraints Management Method its edge. Also, by clearly separating the tools of CMM from the philosophy, Dettmer, reaching well beyond those who have gone before him, has delivered his greatest gift to business leadership yet. In fact, Strategic Navigation is so insightful, it could easily be mistaken for Dettmer’s dissertation for a Ph.D. in Holistic Systems Thinking. It is that exceptional.

“The CM model draws its strength from valid theory (TOC and Boyd’s OODA loop) and proven practices (hoshin kanri and military strategic planning). It provides flexible tools that can instill a ‘big picture’ vision for everyone within the organization.” — Strategic Navigation; page 55

Dettmer picks up one of my favorite soapbox stands: the importance of clearly defining the goal or purpose of the business as prerequisite for any measurable success! It highlights his brilliance in holistic or systems thinking, instructing us in using the proper measurements to reward individuals for actions that serve the good of the whole, not local optima. Another favorite of mine is insistence that a system, like a link chain, have only one weakest link at any given moment in time. In Dettmer-speak, he tells us, “Only one critical success factor is the true limiting factor of the whole system at any given time.” He goes on to explain how the success of the overall system grows from recognition of that fact.

In Strategic Navigation, you’ll also find a fitting tribute to W. Edwards Deming’s feedback loop. Then, Dettmer takes it and Goldratt’s POOGI (Process Of On-Going Improvement) loop to new heights by injecting Boyd’s OODA loop. This effective combination facilitates a construct that allows strategists to "get inside" the decision cycle (or evolution cycle) of competitors or the environment — i.e., allows you to stay at least one step ahead.

Finally, the appendices alone are worth the book price. They offer real examples and templates for application of the substantial contents. You’ll also discover that while Dettmer introduces Colonel Boyd in a concise manner, he prompts you to want to learn much more about “40-Second Boyd.”

Enjoy!