It has been fashionable in recent times to downplay lessons that the military might give our industry. However, through such figures as former deputy chief of defence staff Edmund Burton taking an active role in our industry, some ideas are getting more airplay in boardrooms.
More than ever we are living in a rapidly-changing, fiercely competitive environment dependent on technology. So too does the military - but with hundreds of years' experience of managing uncertainty and co-ordinating independent air defence services towards a common goal.
For starters, business interpretations of five key military tenets could benefit IT directors looking to influence their boards.
Information superiority at the point of decision is vital, so IT managers must understand what information their CEOs need.
Superior firepower at the point of greatest impact requires strategic and tactical mobility and deployability of systems.
Simultaneity, enabled by commonality and interoperability, is essential to maximise firepower and agility.
Surprise is important, whether catching competitors with their eyes shut or hitting them when they cannot respond.
Sustained tempo by managing complexity through a process-driven approach while encouraging innovation skills.
Fresh ideas often come from the most unfashionable quarter.