Historian Victor Davis Hanson states that Blitzkrieg "played on the myth of German technological superiority and industrial dominance," adding that German successes, particularly that of its Panzer divisions were "instead predicated on the poor preparation and morale of Germany's enemies." Hanson also reports that at a Munich public address in November 1941, Hitler had "disowned" the concept of Blitzkrieg by calling it an "idiotic word." Further, successful Blitzkrieg operations were predicated on superior numbers, air-support, and were only possible for short periods of time without sufficient supply lines. For all intents and purposes, Blitzkrieg ended at the Eastern Front once the German forces gave up Stalingrad, after they faced hundreds of new T-34 tanks, when the Luftwaffe became unable to assure air dominance, and following the stalemate at Kursk—to this end, Hanson concludes that German military success was not accompanied by the adequate provisioning of its troops with food and materiel far from the source of supply, which contributed to its ultimate failures. Despite its later disappointments as German troops extended their lines at too great a distance, the very specter or armored Blitzkrieg forces initially proved victorious against Polish, Dutch, Belgian, and French armies early in the war.
The Roma refer to the genocide of the Romani people as the Pořajmos. Because they are traditionally a private people with a culture based on oral history, less is known about their experience than that of any other group. Bauer writes that this can be attributed to the Roma's distrust and suspicion, and to their humiliation because some of the taboos in Romani culture regarding hygiene and sex were violated at Auschwitz. In May 1942, the Roma were placed under similar laws to the Jews. On 16 December 1942, Himmler issued a decree that "Gypsy Mischlinge [mixed breeds], Roma Gypsies, and members of the clans of Balkan origins who are not of German blood" should be sent to Auschwitz, unless they had served in the Wehrmacht. He adjusted the order on 15 November 1943; in the occupied Soviet areas, "sedentary Gypsies and part-Gypsies are to be treated as citizens of the country. Nomadic Gypsies and part-Gypsies are to be placed on the same level as Jews and placed in concentration camps." Bauer argues that this adjustment reflected Nazi ideology that the Roma, originally an Aryan population, had been "spoiled" by non-Romani blood.
The prisoners' days began at 4:30 am for the men (an hour later in winter), and earlier for the women, when the block supervisor sounded a gong and started beating inmates with sticks to encourage them to wash and use the latrines quickly. Sanitary arrangements were atrocious, with few latrines and a lack of clean water. Each washhouse had to service thousands of prisoners. In sectors BIa and BIb in Auschwitz II-Birkenau, two buildings containing latrines and washrooms were installed in 1943. These contained troughs for washing and 90 faucets; the toilet facilities were "sewage channels" covered by concrete with 58 holes for seating. There were three barracks with washing facilities or toilets to serve 16 residential barracks in BIIa, and six washrooms/latrines for 32 barracks in BIIb, BIIc, BIId, and BIIe. Primo Levi described a 1944 Auschwitz III washroom:
The job was then offered to legendary filmmaker Martin Scorsese, who accepted. Scorsese was set to put the film into production when Spielberg had an epiphany on the set of the revisionist Peter Pan story Hook and realized that he was finally prepared to make Schindler’s List. To make up for the change of heart, Spielberg traded Scorsese the rights to a movie he’d been developing that Scorsese would make into his next film: the remake of Cape Fear.
Here over an acre of ground lay dead and dying people. You could not see which was which. ... The living lay with their heads against the corpses and around them moved the awful, ghostly procession of emaciated, aimless people, with nothing to do and with no hope of life, unable to move out of your way, unable to look at the terrible sights around them ... Babies had been born here, tiny wizened things that could not live. ... A mother, driven mad, screamed at a British sentry to give her milk for her child, and thrust the tiny mite into his arms. ... He opened the bundle and found the baby had been dead for days. This day at Belsen was the most horrible of my life.
The Nuremberg trials were a series of military tribunals, held by the Allied forces after World War II in Nuremberg, Germany, to prosecute prominent members of the political, military, and economic leadership of Nazi Germany. The first of these trials was the 1945–1946 trial of the major war criminals before the International Military Tribunal (IMT). This tribunal tried 22 political and military leaders of the Third Reich, except for Adolf Hitler, Heinrich Himmler, and Joseph Goebbels, all of whom had committed suicide several months before.
SS officers, including the infamous Dr. Josef Mengele, would conduct selections among these lines, sending most victims to one side and thus condemning them to death in the gas chambers. A minority was sent to the other side, destined for forced labor. Those who were sent to their deaths were killed that same day and their corpses were burnt in the crematoria. Those not sent to the gas chambers were taken to “quarantine,” where their hair was shaved, striped prison uniforms distributed, and registration took place. Prisoners’ individual registration numbers were tattooed onto their left arm.
While blitzkrieg was a tactic focused on speed, it would be wrong for any bedroom strategist (like myself) to focus on that characteristic alone and to conclude that speed is all that matters. It is definitely important, but it is important to look deeper at this tactic in order to understand why speed was important in the first place, the core principles behind the strike and how you can employ equivalent tactics in the business world.
After WWII had ended, photographs of the Holocaust stunned the public. Newspapers in the United States had reported on the oppression of the Jews in Germany during the war. In 1942, many newspapers were writing details of the Holocaust, but these stories were short and were not widely read. In 1943, after sources had confirmed the killings of at least two million Jews in concentration camps across Europe a Gallup poll found that less than half of Americans believed these reports to be true; 28% thought they were “just a rumor”. The reports were unconfirmed and sometimes denied by the United States government.
Oskar Schindler was born April 28, 1908, in the city of Svitavy [Zwittau], in the Sudetenland, now part of the Czech Republic. The eldest of two children, Oskar’s father, Hans Schindler, was a farm-equipment manufacturer, his mother, Louisa, was a homemaker. Oscar and his sister, Elfriede, attended a German-language school where he was popular, though not an exceptional student. Forgoing the opportunity to attend college, he went to trade school instead, taking courses in several areas.
Blitzkrieg is vulnerable to an enemy that is robust enough to weather the shock of the attack and that does not panic at the idea of enemy formations in its rear area. This is especially true if the attacking formation lacks the reserve to keep funnelling forces into the spearhead, or lacks the mobility to provide infantry, artillery and supplies into the attack. If the defender can hold the shoulders of the breach they will have the opportunity to counter-attack into the flank of the attacker, potentially cutting off the van as happened to Kampfgruppe Peiper in the Ardennes.
Companies operate in a very similar fashion to military units when it comes to org structures. The army has specialized divisions. Businesses have departments. But instead of focusing on infantry, air or supplies, companies focus on engineering, product, marketing and so on. And the core thing that an executive needs to learn from the application of Blitzkrieg is that all departments need to be synchronized in order for the maneuver to succeed. It may sound obvious considering most executives are familiar with agile methodologies, and more than 70% of companies consider themselves nimble in their approach. Often, however, the actions taken by these same companies contradict how they perceive themselves.
Some Germans, even some Nazis, dissented from the murder of the Jews and came to their aid. The most famous was Oskar Schindler, a Nazi businessman, who had set up operations using involuntary labour in German-occupied Poland in order to profit from the war. Eventually, he moved to protect his Jewish workers from deportation to extermination camps. In all occupied countries, there were individuals who came to the rescue of Jews, offering a place to hide, some food, or shelter for days or weeks or even for the duration of the war. Most of the rescuers did not see their actions as heroic but felt bound to the Jews by a common sense of humanity. Israel later recognized rescuers with honorary citizenship and commemoration at Yad Vashem, Israel’s memorial to the Holocaust.
The crematoria consisted of a dressing room, gas chamber, and furnace room. In crematoria II and III, the dressing room and gas chamber were underground; in IV and V, they were on the ground floor. The dressing room had numbered hooks on the wall to hang clothes. In crematorium II, there was also a dissection room (Sezierraum). SS officers told the victims they were to take a shower and undergo delousing. The victims undressed in the dressing room and walked into the gas chamber, which was disguised as a shower facility; signs in German said "To the baths" and "To disinfection". Some inmates were even given soap and a towel.
Not long after acquiring his “Emalia” factory - which produced enamel goods and munitions to supply the German front - the removal of Jews to death camps began in earnest. Schindler's Jewish accountant put him in touch with the few Jews with any remaining wealth. They invested in his factory, and in return they would be able to work there and perhaps be spared. He was persuaded to hire more Jewish workers, designating their skills as “essential,” paying off the Nazis so they would allow them to stay in Kraków. Schindler was making money, but everyone in his factory was fed, no-one was beaten, no-one was killed. It became an oasis of humanity in a desert of moral torpor.
Adam Tooze wrote that the German economy was being prepared for a long war. The expenditure for this war was extensive and put the economy under severe strain. The German leadership were concerned less with how to balance the civilian economy and the needs of civilian consumption but to figure out how to best prepare the economy for total war. Once war had begun, Hitler urged his economic experts to abandon caution and expend all available resources on the war effort but the expansion plans only gradually gained momentum in 1941. Tooze wrote that the huge armament plans in the pre-war period did not indicate any clear-sighted blitzkrieg economy or strategy.