The Way We Were: Command-and-Control Centres in the Global Space-Economy on the Eve of the 2008 Geo-Economic Transition

Not too many controversial topics here. Here are the turf topics we’ll discuss: • Figure out how to neutralize the politics around turf: I have no magic here … it’s been going on since people began to congregate … but take it seriously because it undermines effectiveness. • Forget titles: you have to organize your companies to collaborate, support collaboration and enable it with integrated technology … you may or may not need “chiefs,” or “directors.” • Forget about consensus-based decision-making in flat management structures … forget about big teams. • Command and control works … even in decentralized organizations – which, by the way, I’m not that crazy about. • Innovation is special: make sure your organizational structures encourage business and technology innovation.

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The Lessons Learned Process in the Czech Armed Forces

Land Forces Academy Review ◽

10.1515/raft-2017-0002 ◽

2017 ◽

Vol 22 (1) ◽

pp. 10-17

Author(s):

Janka Kosecová ◽

Monika Grasseová-Motyčková

Keyword(s):

Process Optimization ◽

Control Process ◽

Command And Control ◽

Armed Forces ◽

Lessons Learned ◽

Current State ◽

Standard Part ◽

And Control ◽

Functional Areas ◽

The Way

Abstract The Lessons Learned Process was introduced in the Czech Armed Forces in 2004. Since then the LL process has become a standard part of the command and control process as well as one of the tools generating input to abilities development of units, formations, and staffs at all levels. The LL process allows to learn from both own and others’ mistakes; it also allows to use the best general procedures in all functional areas of development and deployment of armed forces. Not only does the article describe achievements, it also focuses on barriers which impede the efficient development of the system and the LL process. The focus of the article lies in the LL process current state analysis; here the authors come to the conclusion that one of the main problems is that commanders misunderstand the LL process. Another obstacle is the way the identified LL are analysed at the strategic level of command. In the conclusion, recommendations describing the way the identified barriers can be overcome and thus ensure further process optimization are presented.

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The risk-based approach in practice

The Risk-Based Approach to Data Protection ◽

10.1093/oso/9780198837718.003.0008 ◽

2020 ◽

pp. 212-238

Author(s):

Raphaël Gellert

Keyword(s):

Risk Management ◽

Data Protection ◽

Command And Control ◽

Main Tool ◽

Methodological Issues ◽

Regulatory Issues ◽

Control Regulation ◽

And Control ◽

The Way

The goal of this chapter is to analyse some of the main caveats associated with the risk-based approach in practice, that is, with the use of meta regulation. The risk-based approach is an attempt to address some of the issues that data protection as command and control regulation has faced. However, in trying to address these issues, and in particular (but not only) through the use of risk management as the main tool of regulation, the risk-based approach creates a number of new problems. More in particular, one can distinguish between three different issues. Methodological issues concerning techniques for assessing and managing risks; regulatory issues in particular as far as the collaboration between regulators and regulatees is concerned; and implementational issues, that is, concerning the way in which risk management is actually implemented in practice, “on the ground”.

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Strategic planning and response to COVID-19 in a London emergency department

Emergency Medicine Journal ◽

10.1136/emermed-2020-209797 ◽

2020 ◽

Vol 37 (9) ◽

pp. 567-570

Author(s):

Kerrie Whitwell ◽

Rachel Maynard ◽

Natalia Barry ◽

Victoria Cowling ◽

Tara Sood

Keyword(s):

Emergency Department ◽

Emergency Medicine ◽

Strategic Planning ◽

Teaching Hospital ◽

Command And Control ◽

The Future ◽

And Control ◽

Made In ◽

The Way

For many of us in emergency medicine, rising to the challenge of the COVID-19 crisis will be the single most exciting and challenging episode of our careers. Lessons have been learnt on how to make quick and effective changes without being hindered by the normal restraints of bureaucracy. Changes that would normally have taken months to years to implement have been successfully introduced over a period of several weeks. Although we have managed these changes largely by command and control, compassionate leadership has identified leaders within our team and paved the way for the future. This article covers the preparation and changes made in response to COVID-19 in a London teaching hospital.

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