Since its inception, the Cinema has harnessed conflict as a tool to lure and entertain its customers. It seems inevitable that we have a need for excitement and adventure that can be safely served from a displaced standpoint. We can enjoy, for instance, a 19th century naval battle, such as ’Master and Commander’ from the safety of our Cinema seat, absorbing the excitement suspending life for a short while whilst we lose ourselves in another world.

All too often, what we see, is the perfect collision of forces that seamlessly bring together the men and materiel who successfully execute the goals and aspirations of some higher order. We are in no doubt that their objectives will be met, even though in the short term there are obstacles to be overcome. Often these obstacles provide the excitement on which the whole plot relies.

As we watch we see the commander setting the objectives, detailing the officers and men, and leaving it to each group to fulfil the obligations that have been placed on them. We know that it isn’t always going to go according to plan, but we also know that each unit will work independently, but to the common good. We expect the Commander to take an active part, to oversee the men and to take action when the battle isn’t going entirely to plan.

Narrow boats in winter

Since all of this takes place in the ‘fog of war’ it would seem logical that such actions were doomed in the chaos of battle. History has shown that some, such as Nelson and Wellington knew how to get the conflict won, whereas others such as Douglas Haig have won notoriety.


So how does this help us with Software? Well there are quite a few parallels from which we can learn. I would execution of some endeavour that relies on Software or a Software product is no different. After all there is a collision of people and materiel, which at time can resemble a conflict, and after many skirmishes and battles the winning leader will prevail.

Whether the product is fit-for-purpose or worthwhile outcome will be the subject of much debate, but setting politics aside, what makes one endeavour successful over another?

To a greater extent the outcome is dependent on the culture in which it is produced. Although in my earlier example, the British Navy relied on unquestioning obedience for its success, it could not have succeeded without the following: -

1.A common aim.
2.Clarity.
3.Clear goals and objectives.
4.Independence of action.
5.Individual reward.


These days, unquestioning obedience is difficult to impose especially when a Software development project relies on high calibre staff. Whilst not advocating a café culture, a co-operative organisation is more likely to win if they follow these same rules.

Author:Rob Wendes Msc in Internet Technology (with distinction)

Bio: For the last 20 years Rob Wendes has been helping Business owners and professionals to improve their software development.