Søren Sjøgren

@sorensjogren.bsky.social

Military officer | PhD | Institute head of R&D at the Royal Danish Defence College | Editor @sjms.bsky.social | Doctrine, planning, and command.

Most organisations say they empower their people. Few are designed to let them. This morning I taught at the Swedish Defence University in Stockholm. We began with a question that matters in boardrooms as much as in military HQs: how do organisations manage uncertainty? 🧵

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Eisenhower's matrix looks like time management advice. It isn't. It's about what an organisation is for. One general in our research put it more simply: do only what you alone can do. The rest should be delegated. The delegated work doesn't matter less. The point is that it isn't yours.

This is Eisenhower's matrix. It has two axes: Important vs not important and urgent vs not urgent. That provides a neat 2x2 matrix, helping leaders prioritise their daily tasks.

Finding peer reviewers is harder than ever. Yet we can't complain about poor feedback on our submissions if we aren't willing to review others'. If we want better reviews, we must do them. And systems must reward reviewing, mentoring, and chairing like publications. Lend a hand; lighten the load!

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Talkers and doers: a 🧵 on military knowledge. Rommel's comparison itself is flawed; the businessman and the professor never shared an objective. But the deeper problem is what military officers mean by "reality": in my experience, doctrine, or whatever the staff college drilled into them.

This is a quote from German Field Marshal Erwin Rommel (1891-1944) found in the Rommel papers. The full quote reads: There often occurred to me the difference between the Professor of Economics and the business man, as judged by their financial success. The business man may not perhaps be on the same intellectual plane as the professor, but he bases his ideas on real facts and puts the whole power of his will behind their realistation. The professor, on the other hand, often has a false conception of reality and although perhaps having more ideas, is neither able nor anxious to carry them out; the fact that he has them is satisfaction enough. And so the business man has the greater financial success

Talkers and doers: a 🧵 on military knowledge. Rommel's comparison itself is flawed; the businessman and the professor never shared an objective. But the deeper problem is what military officers mean by "reality": in my experience, doctrine, or whatever the staff college drilled into them.

This is a quote from German Field Marshal Erwin Rommel (1891-1944) found in the Rommel papers. The full quote reads: There often occurred to me the difference between the Professor of Economics and the business man, as judged by their financial success. The business man may not perhaps be on the same intellectual plane as the professor, but he bases his ideas on real facts and puts the whole power of his will behind their realistation. The professor, on the other hand, often has a false conception of reality and although perhaps having more ideas, is neither able nor anxious to carry them out; the fact that he has them is satisfaction enough. And so the business man has the greater financial success

Today is Valdemar's Day 🇩🇰 According to legend, on this date in 1219, Dannebrog, the Danish flag, fell from the sky during the Danes’ hour of need in the battle of Lyndanisse at modern-day Tallinn, Estonia.

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Sad to learn that Stephen Bungay passed away in mid-May. I met him on several occasions and continue to recommend “The Art of Action” as an introduction to what we in the military call mission command. Or alignment through an intent. Nobody explained that more succinctly than Stephen. RIP

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Sun’s out, grades are in. Looking back at this semester’s INTEL course at the University of Copenhagen. (1) It's (still) deeply rewarding to grade exams and see how the students have grasped the material. (2) Yet I am deeply worried about their use of Generative AI (it's far more than the em-dash)

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Deeply honoured to receive the St. Germain medal from the Danish Society for Military Science last night. 🎖️ Only 28 recipients since 1924, it’s a humbling reminder of the giants who have shaped Danish military thinking. As an officer & philosopher, I’m grateful for the recognition. (1/5)

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Map or mirror? Doctrine and military transformation New research by Nisser argues that doctrine’s best role is to act as a catalyst for debate, not as a top-down driver of change. Transformation happens through professional friction. Practice leads; the manual follows. A short doctrine 🧵

European Journal of International Security@ejisbisa.bsky.social · 6mo ago

🪖 NEW: "Beyond the manual: Doctrine’s role in military transformation reconsidered" by John Nisser (@forsvarshogskolan.bsky.social). Open access: www.cambridge.org/core/journal...

"You can never delegate responsibility." The news that Ben Roberts-Smith, Australia’s most decorated soldier, has been arrested and charged with 5x murder has triggered shockwaves. A short 🧵 on comand responsibility.

We’re sleepwalking into a crisis of representational sovereignty, if we are already there. Staffs are tempted to substitute judgment (hard to manage) for metrics (easy to process). What the article adds is that the metics are now defined by contractors. warontherocks.com/2026/03/the-...

The U.S. Military Risks Letting Contractors Define How It Sees the Battlefield

In the 1964 black comedy Dr. Strangelove, an emergency war plan called “Plan R” allows an unhinged U.S. Air Force commander, Jack Ripper, to launch a

warontherocks.com