> tBone wrote:
> Normally I'm with you, but without having served yourself, who are you to
> give that advice man?
>

I'm not giving Gen Patraeus any advice on how to, for example, station
his troops.  He's the expert there.

But I'm both an American with common sense and a management
professional.  I know how to set a strategy, devise tactics, execute a
plan, measure progress against plan, and adjust.

In short, I know a pile of shit when I see it and it looks like the
Pres Bush's Iraq strategy, which is kind of an insult to the word
"strategy".

It is for this reason that Patreaus says, "I don't know actually."  He
agrees with me.

He also knows that if he doesn't make the best of the Pentagon's
cock-up, some other moron might cause a lot of needless deaths; so he
does what he needs to to keep things as good as they can be.
----------------------------------
Part B.

There's 3 "white shoe" consulting firms: McKinsey, Bain, and BCG.
They charge mega-big bucks and, in the case of Bain, are so confident
in their advice they'll take stock or ownership in lieu of fees.

The consultants that give this advice are typically between 25 and 35.
 What would a 25 year old who's never put on a conductors hat know
about, say, the railroad business?  (This question gets asked ALL the
time.)

Answer: nothing!  Because that consultant doesn't need to know shit
about the railroad business; just needs to be ultra smart and have
management sense.

You don't often hear about these firms (unless they fuck something up
like McKinsey did - ha ha) because corporations don't want you to know
that they can't run themselves so they need to hire experts.

But you can bet your ass that if you read about a Fortune 500
restructuring, or a huge change of strategy, one of the Big 3 was
behind it.

And can also bet that the 28-year-old that architected, say, Seagate's
global restructuring didn't know shit about making disk drives.

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