A single of the innovative contributions of Carl von Clausewitz to the concept of the military organization is the introduction of the phrase Friction, a phenomenon which is without having doubt a lot observed in the execution of corporate and advertising ideas.
"Friction", he writes, "is the only notion that a lot more or much less corresponds to the factors that distinguish real war from war on paper. The perform of war resembles the workings of an intricate machine with remarkable friction, so that combinations which are simply planned on paper can be executed only with great energy. Action in war is like movement in a resistant component." In 1 form or another friction is usually existing. Friction manifests itself in sudden events and in aspects that are hard to control but that can delay the progress and realization of each and every military or organization prepare. Aside from standard wear and tear, friction is made-up of factors like sudden rains changing the problem of the roads over which to advance, spare elements not arriving in time, misunderstood orders, messages not arriving in time (or not at all), a sudden outbreak of influenza, and so forth. Friction is inevitable and appears in each and every organization. Whilst formulating a plan - strategic or tactical - a manager should often be prepared for friction and should always get this phenomenon into account.
Specifically when modifications in the organization are implemented all kind of issues pop up - friction- this is inevitable. Experienced commanders and senior managers typically have a very good sense of friction they instinctively spot the time and area where delays (i.e. friction) may well happen and how they could be averted. As a result a necessity of every single Corporate Program or Effective Presentation is often to contain a margin of error, a reserve for inevitable and unpredictable friction.
Situation I:
Arnhem 1944
The attempted allied conquest of the bridge at Arnhem in the Netherlands by airborne troops in 1944 was a bold program, with a lot of weaknesses, not only strategically but also by applying a as well tight margin of error. There was hardly any area for "friction". The time given for the advancing British divisions to reach their objectives was by far as well little. Just 3 days!
The preparing personnel did not take into account the lower capability of the narrow Dutch roads, largely developed on dykes lying in the middle of swampy meadows. The roads had been quickly overcrowded with the extended British mechanized columns and even the weakened German troops could easily block the British columns in their march from the South to the North, from Eindhoven to the bridges at Nijmegen and Arnhem. One particular shot up tank would simply interrupt the advance of a column as the dykes were also narrow to go around the destroyed automobile. That was one purpose why the march to Arnhem lasted eleven days instead of three!
Meanwhile, the German troops, scattered more than the total of Holland, could quickly be concentrated at the right area below the command of a few seasoned officers.
And at the Arnhem Bridge, the only lightly armed brave 'Airbornes' could not hold out eleven days against the fiercely attacking, heavily armed Germans.
Yet another illustration of unexpected friction was that from the first day of the landings no communication was achievable, neither with headquarters nor amongst the troops, due to the provide of the incorrect transmitting crystals and hence direction and coordination of the airborne army was lost. For instance the 2nd wave of paratroopers landed on territory that was (yet again) in German hands.
The use of the wrong transmitting crystals produced a significant communication problem. It was a vital good results element that led the operation into catastrophe.
Situation II:
Jobbers - residing from friction
Building oil-exploration rigs at sea is a quite complex and precise undertaking. All sorts of components have to be transported by ship and helicopter to the construction internet site. All parts required have been planned beforehand and have to be delivered comprehensive and specifically in time to be fitted on the rig. A delay in the agreed delivery time of the rig is heavily punished and therefore will cost a great deal of funds.
But all types of mishaps can delay the delivery time. For instance in each and every oil rig almost a hundred hydraulic pumps are mounted. But it frequently takes place that pumps arrive broken, have been broken throughout transport or have fallen into the sea. Notwithstanding the spare pumps that knowledgeable building managers often strategy as a margin of error, new ones may still be essential. Ordering new pumps requires a lot time because the manufacturing capability of makers will have been taken up by other orders and it requires time to switch from a single batch to yet another. In this kind of circumstances the oil rig construction organization seeks support from specialized 'jobbers', little specialized companies equipped with specialized machines like personal computer driven lathes, precision drills, laser cutting machines and so on.
They perform by the piece and can create manufactured-to-purchase all varieties of components. They can make the number of pumps necessary swiftly or recondition faulty ones. To fulfil such an emergency buy they often operate day and night. Of course creating the number of pumps needed is quite expensive, but not completing the oil rig in time is considerably more expensive. Some 'Jobbers' are specialized to fulfil the demands of the oil exploration sector and pick a location near their customers, like oil exploration centres in Northern Scotland and close to the Gulf of Mexico. In this situation 'friction' is the supply of revenue for these companies.
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