Lead an Organisation Like an Ancient Army
By: Mohamed Saleh
Tags: Information Technology, Leadership, Business, Technology, Management

Using Ancient army principles to lead a modern-day organisation

By Mohamed Saleh

As technology advances, organisations around the world are under pressure to perform with fewer resources and less funding but also need to maxims profit and drive future growth. The goal/growth expectation is still the same during a pandemic, recession or other declining factors. Organisational challenges are here to stay, and they won’t go away this year or in the foreseen future. Technology and automation made the impossible imaginable but also created challenges of it is own in the most complex man-made virtual structure — “organisation”. As a fan of history I can see the similarity of the challenges that an ancient army had; to cross continents, oceans and rivers a thousand years ago; to rule, increase revenue, drive growth and prosperity for its own people, in a time of the scarcity of food and shortage of resources. Ancient empires didn’t have the great technological tools we have now, or the enormous flow of information or had the variety of skills and specialisation in every branch of knowledge, but they mastered the basics to defeat sophistication and they used logic to defeat the outmost difficult tasks.

What an ancient army and organisation have in common?!

Vision, Mission and the cause

Ancient empires had a very clear vision of what they wanted to be and where they wanted to go. They were successful to communicate the vision to their own people. The leader (King, Caesar, Emperor) had already created a cause, motivation and sense of national pride for the people and the empire. Most members of the society wanted to feel the connection with the whole. This shown in the example of the Roman Army and how the ordinary people wanted to be part of most danger front with the Legions. They told their stories with pride and they wanted to be in the front line just to be part of triumphed legions welcomed at the gates of Rome.

Employees/workers need to imagine the vision, the big picture and to see the far away success. They need to feel it, not just statement was written somewhere, once they see what they need to reach and the positive impact they will be able to make they would devote themselves to be part of it. They need to feel the upcoming pride for what they have achieved even before they achieve it. Make them part of the journey even before they move to action to execute it. But remember that everyone needs to imagine it including the foot Soldiers.

The ancient army had a scout that climb a tree to see the danger, the pathways, hills, mountains and then deliver the message to the Commander about what is ahead. The Commander plan with his council which way the army will march based on the vision received and then deliver the message to the entire army to march.

The leadership team must remember to stay true to their vision/mission and be careful not to deviate. be truthful about the existing reality and challenges. Napoleon Bonaparte said: “The leader’s role is to define reality, then give hope.” Make sure everyone understands the mission and that the mission is still followed and not forgotten in mid of everyday challenges. provide guiding principles for your staff.

For example, in 2018 when Pepsi Co realised the decline in revenue growth (3%), they adapted agile mind-set, they knew that to complete the mission they need to balance the adoption of new technology with a focus on the people and they came up with the 5 guiding principles:

1. Be value-driven and consumer-obsessed.

2. Seek progress over perfection

3. Give and receive constant feedback

4. Empower employees to do their job

5. Keep learning

The leaders believed in their principles and conveyed the message to their employees, ensuring their employees understood and committed.

Employees need to be on the same road with their leaders to the top of the mountain, otherwise, when you reach the top, your army maybe scattered, and the battle is lost before it is even begun.

Generals and Middle Management

Roman Senators and Generals had a big influence to deliver the vision and mission to the people and the Army in command, they sought glory, power and influence to serve the republic, but without the centurion (middle management) who had impact and bond with the ordinary foot solider. Without the centurion, the most powerful army at the time lost it is organised structure who made them invincible.

Remember the power of the middle management and how they are emotionally tuned and connected with the staff. They are the one that they can deliver the message from the top in a way that the staff could relate to. They are the change agents who manage the tension of the change when it arises, or they can be the one that blocks progress. They are the middleman of achieving the goals or create confusion. Get middle management on board, because if they are not you are on the road to nowhere.

Innovation and Creativity

Constantinople was the most fortified city for a thousand years. Many armies and empires attempted to conquer Constantinople for centuries but failed until twenty-one-year-old Mehmed, Sultan of the Ottoman empire raised to a power. Mehmed is an example of an innovative and creative strategist. He was also known for seizing opportunities when they presented themselves. The Byzantine Emperor decided to humiliate and test the young Sultan by increasing the tax paid to Constantinople. Mehmed accepted the terms, but, in the meantime, he was on the motion to war. He was a brilliant planner and motivating leader. Only with manual labour and basic tools moving tons of materials from different parts of the empire constructed a new major fortress across Constantinople in less than a year, a record by the standard of the 1400s. Picture the engineering effort and project management of such scale.

A Hungarian engineer had an idea and design for the largest cannon ever built. He met Constantine XI, the Byzantine emperor and offered his idea of the great cannon, but the emperor rejected the offer because building cannon this size was costly, and he had the strongest walls to protect him. He then approached Sultan Mehmed to offer him the same, and Mohmed offered more if he can build that cannon. Mehmed gathered a group of elite engineers and inventors to build the cannon with the Hungarian’s help, and the largest cannon was assembled. Presented by a challenge of how to transport such large cannon via basic roads and hills to the battle field. Mehmed and his engineers always found a way and ready for any challenge. With innovation and planning under great leadership, they delivered the cannon safely to its position near Constantinople.

The cannon by itself couldn’t demolish the strong walls, and time was running out. What Mehmed did next was another creative brilliancy. The city’s weakest position was the Golder Horn — a harbour, which was protected by a massive chain, 750 meters in length, to stop enemy ships from entering the harbour. Mehmed got around the harbour by creating a route in the forest and using materials from the cut-down trees to build a simple railroad. He loaded 70 of his ships onto carts, which were pulled by oxen over the trees (like a convey roller), and then launched the ships into the waters of the harbour. Astonishing execution of such an innovative and creative idea.

Mehmed was a shaper of his empire, he surrounded himself by smart minds and innovative and creative people, he challenged them to improve and solve complex problems and the reward was written in history.

The challenge of the modern organisation is lack of innovation and creativity if the focus is more on the efficiency to maximise the use of each of resources, and not enough on effectiveness to achieve the goals/results. Shapers understand the importance of both and will maintain a good balance between efficiency and effectiveness. That is how Ramabadran Gopalakrishnan (Executive Director of Tata Sons Ltd) described it. In his opinion, the lack of innovation and creativity come to the type of leader. Gopalakrishnan explained there are transactional leaders who are concerned about technical issues, and holistic leaders who ask, “How does my company fit into society, the community, and with government?” The shapers of organisations are holistic leaders who absolutely hound for detail, but never lose sight of the larger picture.

Organisations need to prepare the next generation of leaders by encouraging their people to solve complex problems. They must implement processes to allow innovative ideas to go to the top of the structure to continue to shape the organisation. Don’t make the paint a wall — allow them to be a painter of cathedral ceiling by getting the right talent and motivating them to be an architect, not just a someone to do the job.

Culture of Victory

Hannibal Barca a Carthaginian general who commanded a Carthaginian force against the Roman Republic in 218 BC with his soldier’s trust and common cause he marched across the Alps, the most dangerous path in his way to Rome. He marched through hostile native territories and harsh weather condition. With no fund or additional soldiers promised from the homeland, Hannibal only had his strategy to succeed far away from home, but would you imagine a successful execution of this strategy without complete trust form his troops? Is trust in his capabilities is enough? There are other qualities he needed; he needed a good culture to face the unknown. trust, transparency, resiliency, teamwork and innovation, without good culture he wouldn’t reach the Alps.

The organisation leaders and Human resources leaders need to assess the culture in relation to its vision and mission. Recognise the importance and think about What qualities it needs to keep, and how to attract the right people that fit the organisation culture, if culture issues have been identified then it should be aligned to the culture we pursue. Enable the voice of all employees because you need to know where you at and how to improve, recognise the achievement of individuals. Make your leaders/managers aware of the importance and make them promote the culture that improves business performance. You need to make your employee feel safe and valued, and you will be able to cross the Alps.

Collaboration, Communication and processes

The Carthaginian forces crossed the Alps and the first part of the mission was successful. Imagine 40,000 troops crossing narrow roads over the mountains. They needed food, water, equipment to clear the routes etc. The distance between the General in command and the last solider must have been great, however, they needed to march with the same pace and stop to eat and sleep. Everyone had a role to play and every role had to communicate such as danger, change of pace or selection of the camp to stop for the night. When the army stopped everyone knows what to do and how to do it either individually or in a team. The communication channels were clear, and collaboration was a must. Imagine if the team sourcing supplies and food didn’t communicate the need for supply, the scouts didn’t report an enemy close by the supply lines or if they haven’t worked together! The outcome is disastrous to the mission.

Organisations realise the importance of collaboration and communication today, technology provided an enormous number of tools to communicate and collaborate however silo working still a problem with many organisations and businesses. The organisation needs to deploy and implement clear processes for communication/collaboration and encourage the staff to think holistically and the impact on any part of the organisation. The part needs to consider the whole regularly, the same as for new implementation or major change. The communication needs to be balanced between the top-down and bottom-up. Ancient Army didn’t have MS Teams or Skype, but they understood the importance of communication and collaboration.

All Onboard

The Carthaginian senate which assembled of rich and powerful members of the empire, they had no interest in the war with Rome, because it meant the loss of profit for their trade. However, Hannibal understood that only one empire Could rule and control the trade roots, he also understood the Roman empire thinks the same and it is a matter of time for the conflict. After 17 years of fighting, Hannibal lost the war and couldn’t sustain fighting without the support of the Carthaginian senate without the support and funding. Years later united Roman forces under the commander Scipio destroyed Carthaginian Capital city and Carthage ceased to exist. After having a legendary leader, feared army, and the strongest fleet and their enemy was close to collapse.

All must be onboard, leaders, employees, board members, shareholders also suppliers and partners. It is an echo system that is well balanced to achieve the goals of the organisation. It doesn’t matter if you have a brilliant leadership and the latest tools and the great strategy, but you don’t have the coherent support of the whole. The leadership needs a balanced IQ and EQ to run and motivate the masses. Every role needs to inspire by the upcoming great achievement, because without the support of the totality, the structure will cease to exist sooner or later, and the competitors are waiting for the opportunity.

Celebrate success and show the rest

Everyone need to feel success, there is no one want to be part of a failure. Show and celebrate with your employees the big and small success. Show off the victorious and show how they are celebrated to encourage success and empower the rest to become victorious and lead them to the gates of Rome.

References worth reading

· Creating an agile mind-set at PepsiCo by Johannes Evenblij (senior vice president of PepsiCo and president of PepsiCo CASA) and Janine Waclawski (senior vice president of PepsiCo and chief human resources officer of PepsiCo Latin America)

· Thawing the frozen middle by Carol Stubbings (lobal leader of PwC’s people and organization practice), Darren Homer (partner with PwC UK) and John Francis (Director with PwC UK)

· How to think like a CEO by Adam Bryant (Managing director of Merryck & Co. and a former New York Times journalist)

· Can you be a shaper of great institutions? By Art Kleiner (Editor-In-Chief of Strategy + Business)

· Decline and Fall of the Roman Empire by Edward Gibbon

· Carthage Must Be Destroyed by Richard Miles

· Hannibal by Theodore Ayrault Dodge