The Art of Action: 8 key ideas
The core ideas of The Art of Action, each in under a minute, written in our own words. Want the full depth? Get the book.
- IDEA 1 OF 8
Plans meet friction
Bungay, a historian and consultant, argues that organisations struggle to turn plans into action because of friction, the unpredictable problems of the real world.
He draws on lessons from the Prussian army in the nineteenth century.
- IDEA 2 OF 8
Three gaps cause trouble
Bungay identifies three gaps: between plans and what actually happens, between plans and actions, and between actions and outcomes.
In his account, each gap is a place where people can misunderstand the plan or drift away from it.
- IDEA 3 OF 8
Moltke learned from war
Bungay draws on Helmuth von Moltke, a Prussian general who realised that no plan survives unchanged in war.
In his account, this lesson means leaders must plan for surprise instead of expecting everything to go as written.
- IDEA 4 OF 8
Give intent, not detail
Bungay describes mission command, where leaders explain the goal and reasons but let subordinates decide how to achieve it.
In his account, people who understand the purpose can adapt sensibly when conditions change, instead of waiting for new orders.
- IDEA 5 OF 8
Direct opportunities
Bungay describes directed opportunism, combining clear direction with freedom to seize chances.
In his account, leaders set a clear aim and limits, and the people closest to events use their judgement to act on chances as they appear.
- IDEA 6 OF 8
Brief and backbrief
Bungay describes leaders briefing teams and teams explaining back how they will act.
In his account, this two-way exchange checks that everyone understands the intent and shows leaders how their words were taken.
- IDEA 7 OF 8
Fewer instructions help
Bungay argues that detailed instructions increase confusion rather than reduce it.
In his account, long lists of orders can bury the main point and leave little room for judgement, so people follow the letter while missing the purpose.
- IDEA 8 OF 8
Lessons apply to business
Bungay applies these military lessons to modern companies.
In his account, companies also face uncertainty, competition and gaps between plans and results, so ideas such as clear intent and freedom to act can help them too.
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