Businesses operate as if at war, or at peace.
Ben Horowitz, in his book "The Hard Thing About Hard Things", talks about the two states as an operational style of the CEO, but I've noticed it happening at many other layers.
The idea is a representation of focus and risk. A business at war is one who is fragile. Who, through inaction or indecision, could lose everything. Time and resource is always running out. But they have much to gain — and at any moment a battle won might deliver them the war.
A business at peace has far more to lose than those at war. They spend more time protecting their position through slow and deliberate motions.
A quick glance at the market would show Facebook, Google, and Apple as businesses at peace. Their recent press mentions show talk of dream offices, lifestyle, and litigious activity — protecting their position.
Whereas the likes of Twitter, and most other startups, are launching new products, discontinuing others, changing team structures — doing what is needed to grow, defend, or merely survive. Tesla and SpaceX, a curious example, are at war with their own ambition and the expectation of others.
When I discussed this with the team at Lexer, I reminded them that we are a business at war. The battle is on our doorstep. Tasks must be executed quickly. We need to gain ground and defend it. Decisions will be hard, but stood by — some might cost us dearly, while others might win us the war.
And since every moment wasted with inaction or indecision is a moment the enemy advances:
- Triage quickly: Never lose time on tasks that don't deliver significant benefit.
- Fight hard: Because losing the battle isn't an option.
- Defend the borders: We can only move forward.
- Be healthy: The army with the best troops wins. Stay fit, healthy, and sane.
- Support the troops: We're in this together. Help others with passion and responsiveness. Never let a friend go to battle alone.
Onwards!