Robert McNamara was by any standards, a wildly successful man. Harvard graduate, president of Ford motors then rising to the heights of U.S. Secretary of Defense in the 1960s, McNamara epitomised American élan and brio. But he had one major flaw – he saw the world in numbers.
During the Vietnam War, McNamara employed a strategic method he had successfully used during his days at Ford where he created data points for every element of production and quantified everything in a ruthless fashion to improve efficiency and production. One of the main metrics he used to evaluate progress and inform strategy was body counts. “Things you can count, you ought to count,” claimed McNamara, “loss of life is one.”
The problem with this method was that the Vietnam war was characterised by the unmeasurable chaos of human conflict not the definable production of parts on a factory assembly line. Things spun out of control as McNamara’s statistical method failed to take into…
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