Having achieved a breakthrough of the enemy's line, units comprising the Schwerpunkt were not supposed to become decisively engaged with enemy front line units to the right and left of the breakthrough area. Units pouring through the hole were to drive upon set objectives behind the enemy front line. In World War II, German Panzer forces used motorised mobility, to paralyse the opponent's ability to react. Fast-moving mobile forces seized the initiative, exploited weaknesses and acted before opposing forces could respond. Central to this was the decision cycle (tempo). Decision-making required time to gather information, make a decision, give orders to subordinates to implement the decision. Through superior mobility and faster decision-making cycles, mobile forces could act quicker than the forces opposing them. Directive control was a fast and flexible method of command. Rather than receiving an explicit order, a commander would be told of his superior's intent and the role which his unit was to fill in this concept. The method of execution was then a matter for the discretion of the subordinate commander. Staff burden was reduced at the top and spread among tiers of command with knowledge about their situation. Delegation and the encouragement of initiative aided implementation, important decisions could be taken quickly and communicated verbally or with brief written orders. Germans soldiers also used Pervitin, a form of Amphetamine, which was given to drivers, to keep them awake.
German communists, socialists and trade unionists were among the earliest opponents of the Nazis and among the first to be sent to concentration camps. Before the invasion of the Soviet Union, Hitler issued the Commissar Order, which ordered the execution of all political commissars and Communist Party members captured. Nacht und Nebel ("Night and Fog") was a directive of Hitler in December 1941, resulting in the disappearance of political activists throughout the German-occupied territories.
Germany had suffered tremendously fighting a positional war during World War I, which prompted the Wehrmacht commanders and strategists to find ways to avoid becoming entrenched in such battles in the first place. Blitzkrieg was their solution — a method to smash through enemy lines in a positional confrontation before their opponents even realized what was happening. Using this maneuver Nazi Germany conquered Poland in a month, then subdued France in less than two months, despite France having the larger army and the best tanks in the world at that time.
Prisoners transported to these extermination camps were told to undress so they could shower. Rather than a shower, the prisoners were herded into gas chambers and killed. (At Chelmno, the prisoners were herded into gas vans instead of gas chambers.) Auschwitz was the largest concentration and extermination camp built. It is estimated that 1.1 million people were killed at Auschwitz.
The first mass transport to Auschwitz I, which included Catholic prisoners, suspected members of the Polish resistance, and 20 Jews, arrived on 14 June 1940 from prison in Tarnów, Poland. They were interned in the former building of the Polish Tobacco Monopoly, adjacent to the site, until the camp was ready. By the end of 1940, the SS had confiscated land around the camp to create a 40-square-kilometre (15 sq mi) "zone of interest" surrounded by a double ring of electrified barbed wire fences and watchtowers. The inmate population grew quickly as the camp absorbed Poland's intelligentsia and dissidents. By March 1941, 10,900 were imprisoned there, most of them Poles.
Tens of thousands of prisoners, mostly Jews, were forced to march either northwest for 55 kilometers (approximately 30 miles) to Gliwice (Gleiwitz) or due west for 63 kilometers (approximately 35 miles) to Wodzislaw (Loslau) in the western part of Upper Silesia. Those forced to march northwest were joined by prisoners from subcamps in East Upper Silesia, such as Bismarckhuette, Althammer, and Hindenburg. Those forced to march due west were joined by inmates from the subcamps to the south of Auschwitz, such as Jawischowitz, Tschechowitz, and Golleschau.
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.
Throughout the 1930s, the legal, economic, and social rights of Jews were steadily restricted. On 1 April 1933, there was a boycott of Jewish businesses. On 7 April 1933, the Law for the Restoration of the Professional Civil Service was passed, which excluded Jews and other "non-Aryans" from the civil service. Jews were disbarred from practising law, being editors or proprietors of newspapers, joining the Journalists' Association, or owning farms. In Silesia, in March 1933, a group of men entered the courthouse and beat up Jewish lawyers; Friedländer writes that, in Dresden, Jewish lawyers and judges were dragged out of courtrooms during trials. Jewish students were restricted by quotas from attending schools and universities. Jewish businesses were targeted for closure or "Aryanization", the forcible sale to Germans; of the approximately 50,000 Jewish-owned businesses in Germany in 1933, about 7,000 were still Jewish-owned in April 1939. Works by Jewish composers, authors, and artists were excluded from publications, performances, and exhibitions. Jewish doctors were dismissed or urged to resign. The Deutsches Ärzteblatt (a medical journal) reported on 6 April 1933: "Germans are to be treated by Germans only."
Soon after his marriage, Schindler quit working for his father and took a series of jobs, including a position at Moravian Electrotechnic and the management of a driving school. After an 18-month stint in the Czech army, where he rose to the rank of Lance-Corporal in the Tenth Infantry Regiment of the 31st Army, Schindler returned to Moravian Electrotechnic, which went bankrupt shortly afterwards. His father's farm machinery business closed around the same time, leaving Schindler unemployed for a year. He took a job with Jarslav Simek Bank of Prague in 1931, where he worked until 1938.