The ability to “keep calm and carry on” wasn’t easy for 1940’s Great Britain. With the Battle of Dunkirk crushing national morale and depleting an already stretched military force, Churchill needed to rapidly change the peacetime economy to a wartime one, create powerful alliances, and expand the RAF through streamlined supply chains and re-organization of internal entities. In short, Churchill needed to create an adaptive enterprise, and his ability to do so serves as an example of what business today can learn from brilliance in the past. This post found on Lessonsfromhistory.com gives a summary of the book Churchill’s Adaptive Enterprise: Lessons for Business Today. The Summary explains how Churchill needed to create a supply chain that satisfied the “customers” he was focused on; namely Intelligence, the Army, Navy, and Air Force, as well as civilians: Churchill’s disparate organizations consisted of government, military, and civilian groups. These had unique cultures, were well-organized and highly institutionalized structures, and used to working in their own ways. The armed forces had evolved independently, without a need to interface with each other, and had even created their own lexicons. The Royal Navy considered itself unique, and was reluctant to closely cooperate or share resources with the British Army and Royal Air Force. After Dunkirk each arm of the military jockeyed for more resources. Even the Air Ministry chiefs saw the answer in producing more bombers in preference to fighters. Logic had to prevail as both the army and navy would be ineffective without adequate fighter air cover. More importantly Churchill had to break down the barriers between vertical organizations and vertical operations and reconstruct them to work harmoniously together. Churchill started the process by incorporating the command structures of the military into his command center at Storey’s Gate. Churchill managed this by breaking apart the trational silos of those groups and creating a new, unified organisation. This required Churchill to decide how to invest in the new overall group – and how those investments would affect each area. For instance, Churchill decided to produce only two proven fighters (the Spitfire and the Hurricane), allowing the supply chains to streamline and optimize. The summary also mentions independent innovation as a critical success factor for Churchill’s plan. In this case, the speed at which fighter pilots were able to get into the sky to defend against the Luftwaffe. The overall supply chain (radar warnings, observer sightings, command decisions and finally fighters scrambling to get airborne) allowed for fuel to be saved and strategic attack plans becoming more effective. In the end, the quick response, intelligent attack of the RAF demoralized the Luftwaffe pilots and preserved Great Britain’s skies. The entirety of the country was supporting the effort, allowing supplies to get where they needed to go, be built rapidly, and put in the hands of the military.