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So the secret of Patton s success was that he knew his stuff. He was an expert, in both the past and the present. That was the source of his right decisions in action. Patton died right after the war, but he left behind his own AAR, Reflections and Suggestions. His wife, Beatrice, published it as a chapter of his memoirs, War as I Knew It.33 Patton gives a detailed picture of a modern version of Napoleon s mobile war, right down to how you cross rivers and when you rely on your own eye instead of on maps. As Sheean notes, not only did Patton know his stuff, but everyone knew he knew it. That s what made him a great leader. So maybe we find here a secret of leadership too. To use AARs in business: Do an AAR after every big event, such as a product launch, a key presentation, or the clinching of a big deal. Bring together everyone who had a key role, including administrative staff. Explain to the group how an AAR works, and let them know that everyone can speak the truth without fear of reprisal. Remind everyone of what was supposed to happen.

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Ask each person in turn to tell her or his experience of what actually happened, what worked well, what worked poorly, and how to make things work better next time. As the leader, show a good example by being self-critical. Make sure everyone speaks. Write it down! Circulate the results to whoever might be in a same situation in the future. Cite your sources, especially AARs, as the roots of your future strategic decisions.

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we studied methods of expert intuition that can be applied in all kinds of unforeseen situations. In this chapter, we look at a more predictable case: strategy consulting, where you have more control over your starting point and what the situation calls for.1 On the other hand, in strategy consulting you have to deal with existing methods from other traditions. You can t just waltz in with the art of what works. The music comes from the other schools of strategy. You have to dance to it, at least to some degree. Thus, you don t push the other methods aside. Instead, you add expert intuition. Let s take an example from the world s leading strategy consulting firm, McKinsey. The McKinsey way uses analysis to think a new strategy, whereas coup d oeil lets you see a strategy based on what worked in the past. Yet once again, there is a way of what works that combines expert intuition with McKinsey s method to yield the best of both worlds.

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N THE PREVIOUS CHAPTER,

justified because you are planning to move or your budget does not presently permit the purchase of storm windows, you can still make your windows energy efficient. Simply cover them with plastic sheets and secure the edges with tacks, molding strips, and caulking. Although temporary, these inexpensive homemade storm windows are an effective approach to reducing heat loss. They will more than pay for themselves in fuel savings in the first year.

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Sometimes consultants provide a direct product or service This is a form of outsourcing: The consultant designs a Web site, or does a market survey, or manages employee benefits In this case, you as the consultant touch on strategy indirectly, by asking the company how what you re doing fits in with its other activities Other times, consultants deal with strategy directly, by helping a company figure out what to do Instead of a Web site, you give them an IT strategy Or you work out a strategy for marketing, investment, training, staff retention, product distribution, or anything else the company asks for At some time in your career, you will probably find yourself on one end or the other of a consulting contract that has some element of strategy in it.

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