Workers in the Global South are doomed through economic imperialism to carry the burden of the entire world. While these workers appear isolated from the Global North, they are in fact deeply integrated into global commodity chains and essential to the maintenance of global capitalism. Looking at contemporary case studies in India, the Philippines and South Africa, this book affirms the significance of political and economic representation to the struggles of workers against deepening levels of poverty and inequality that oppress the majority of people on the planet. Immanuel Ness shows that workers are eager to mobilise to improve their conditions, and can achieve lasting gains if they have sustenance and support from political organisations. From the Dickensian industrial zones of Delhi to the agrarian oligarchy on the island of Mindanao, a common element remains – when workers organise they move closer to the realisation of socialism, solidarity and equality.

Insurgent cohesion is central to explaining patterns of violence, the effectiveness of counterinsurgency, and civil war outcomes. Cohesive insurgent groups produce more effective war-fighting forces and are more credible negotiators; organizational cohesion shapes both the duration of wars and their ultimate resolution. In Networks of Rebellion, Paul Staniland explains why insurgent leaders differ so radically in their ability to build strong organizations and why the cohesion of armed groups changes over time during conflicts. He outlines a new way of thinking about the sources and structure of insurgent groups, distinguishing among integrated, vanguard, parochial, and fragmented groups. Staniland compares insurgent groups, their differing social bases, and how the nature of the coalitions and networks within which these armed groups were built has determined their discipline and internal control. He examines insurgent groups in Afghanistan, 1975 to the present day, Kashmir (1988–2003), Sri Lanka from the 1970s to the defeat of the Tamil Tigers in 2009, and several communist uprisings in Southeast Asia during the Cold War. The initial organization of an insurgent group depends on the position of its leaders in prewar political networks. These social bases shape what leaders can and cannot do when they build a new insurgent group. Counterinsurgency, insurgent strategy, and international intervention can cause organizational change. During war, insurgent groups are embedded in social ties that determine they how they organize, fight, and negotiate; as these ties shift, organizational structure changes as well.

This book examines terrorist and insurgent organisations and seeks to understand how such groups persist for so long, while introducing a new strategic doctrine for countering these organisations. The work discusses whether familial or meritocratic insurgencies are more resilient to counterinsurgency pressures. It argues that it is not the type of organization that determines resilience, but rather the efficiency functions of social capital and trust, which have different natures and forms, within them. It finds that while familial insurgencies can challenge incumbents from the start, they weaken over time, whereas meritocracies will generally strengthen. The book examines four of the most enduring and lethal insurgent organizations: the Haqqani Network in Afghanistan, Lashkar-e-Taiba in Pakistan, Jemaah Islamiyah in Indonesia, and the Abu Sayyaf in the Philippines. The author breaks down each group into its formative strengths and vulnerabilities and presents a bespoke model of strategic counterintelligence that can be used to manipulate, degrade and destroy each organization. This book will be of much interest to students of counterinsurgency, terrorism, intelligence, security and defence studies in general.

This timely book offers a world history of insurgencies and of counterinsurgency warfare. Jeremy Black moves beyond the conventional Western-centric narrative, arguing that it is crucial to ground contemporary experiences in Afghanistan and Iraq in a global framework. Unlike other studies that begin with the American and French revolutions, this book reaches back to antiquity to trace the pre-modern origins of war within states. Interweaving thematic and chronological narratives, Black probes the enduring linkages between beliefs, events, and people on the one hand and changes over time on the other hand. He shows the extent to which power politics, technologies, and ideologies have evolved, creating new parameters and paradigms that have framed both governmental and public views. Tracing insurgencies ranging from China to Africa to Latin America, Black highlights the widely differing military and political dimensions of each conflict. He weighs how, and why, lessons were “learned” or, rather, asserted, in both insurgency and counterinsurgency warfare. At every stage, he considers lessons learned by contemporaries, the ways in which norms developed within militaries and societies, and their impact on doctrine and policy. His sweeping study of insurrectionary warfare and its counterinsurgency counterpart will be essential reading for all students of military history.

In Mobility, Mobilization, and Counter/Insurgency, Daniel Agbiboa takes African insurgencies back to their routes by providing a transdisciplinary perspective on the centrality of mobility to the strategies of insurgents, state security forces, and civilian populations caught in conflict. Drawing on one of the world’s deadliest insurgencies, the Boko Haram insurgency in northeast Nigeria and the Lake Chad region, this well-crafted and richly nuanced intervention offers fresh insights into how violent extremist organizations exploit forms of local immobility and border porosity to mobilize new recruits, how the state’s “war on terror” mobilizes against so-called subversive mobilities, and how civilian populations in transit are treated as could-be terrorists and subjected to extortion and state-sanctioned violence en route. The multiple and intersecting flows analyzed here upend Eurocentric representations of movement in Africa as one-sided, anarchic, and dangerous. Instead, this book underscores the contradictions of mobility in conflict zones as simultaneously a resource and a burden. Intellectually rigorous yet clear, engaging, and accessible, Mobility, Mobilization, and Counter/Insurgency is a seminal contribution that lays bare the neglected linkages between conflict and mobility.

An analysis of insurgent warfare, looking at factors that contribute to insurgency.

A Washington Post Bestseller Three Principles for Managing—and Avoiding—the Problems of Growth Why is profitable growth so hard to achieve and sustain? Most executives manage their companies as if the solution to that problem lies in the external environment: find an attractive market, formulate the right strategy, win new customers. But when Bain & Company’s Chris Zook and James Allen, authors of the bestselling Profit from the Core, researched this question, they found that when companies fail to achieve their growth targets, 90 percent of the time the root causes are internal, not external—increasing distance from the front lines, loss of accountability, proliferating processes and bureaucracy, to name only a few. What’s more, companies experience a set of predictable internal crises, at predictable stages, as they grow. Even for healthy companies, these crises, if not managed properly, stifle the ability to grow further—and can actively lead to decline. The key insight from Zook and Allen’s research is that managing these choke points requires a “founder’s mentality”—behaviors typically embodied by a bold, ambitious founder—to restore speed, focus, and connection to customers: • An insurgent’s clear mission and purpose • An unambiguous owner mindset • A relentless obsession with the front line Based on the authors’ decade-long study of companies in more than forty countries, The Founder’s Mentality demonstrates the strong relationship between these three traits in companies of all kinds—not just start-ups—and their ability to sustain performance. Through rich analysis and inspiring examples, this book shows how any leader—not only a founder—can instill and leverage a founder’s mentality throughout their organization and find lasting, profitable growth.