Among the most important lessons I have learned over the past 35 years in business, military and government service both in combat and in garrison is that successful organizational sustainability is a function of "customer delight, employee loyalty, and multi-stakeholder satisfaction." Focus on the battlefield - military or corporate - requires tactical and strategic "asset allocation and alignment" aimed at continually balancing customer, employee and shareholder satisfaction for success. If building sustainable highly-valued organizations with sustained profitability is the objective, then "optimizing these three domains" is a mission essential task. But it is not enough. Social and environmental variables must be continually factored with economic variables. I further suggest that paradoxical thinking and TransUnified action must be maintained in an atmosphere of high moral integrity and trust at all personal, team, organization and alliance levels. In addition, a requisite balance of effective entrepreneurship, management, intrapreneurship and leadership performance must be maintained within the context of personal, social, economic and environmental demands. An industrial-age leadership maxim popular in the 20th Century was "keep it simple stupid" which even today in the so called digital-age organizational leaders continue to embrace. "Connecting-the-dots" in these opening years of the 21st century requires intelligent, open-minded, well-informed, constructive-oriented collaborators with the paradoxical ability to embrace "rigid flexibility" - order and openness as mission essential partners. Today following the "keeping it simple stupid" maxim especially in complex transnational organizations is most probably "very stupid." Successful sustainable solutions to complex economic, social and environmental challenges require complex thinkers with the ability to both formulate "elegant solutions" and "effectively lead others in the actualization of requisite outcomes." Three additional key military career "lessons learned" I share and which I hope I have learned and continue to practice are the notions of "paradoxical management - how to lead and follow at the same time," "battles are won before the battle," and "avoid ‘fragging’ - listening to the troops."
A word about DANTOTSU: The English translation of the Japanese term "DANTOTSU" is "seeking sustainable competitive advantage through striving to be the Best of the Best, thereby having an effective lead over others and serving as the pace setter." Our use of "dantotsu" suggests that improvement is continuous and although one might lead the pack – the race never ends. Dantotsu®, Masterpreneurship®, Sustainability Leadership®, and Trioct® - are all registered trademarks of Trioct Corporation, the parent company of Masterpreneurship Group International.
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