Panzer Leader by Heinz Guderian

Heinz Gederian (1888 - 1954) was born in Kulm (currently Chermuno, Poland) in Western Prussia. Like many Prussian people, his family is a gentleman and lawyer in history, and his father is the only soldier closely related to him. Gudrian, a soldier's son, moved quite extensively in his youth until he joined the army in 1907. During the First World War, Gudieren served as a signaling officer and gave insight on how to use the technology to promote military operations.

General Heinz, Gedian. Armor leader. New York: DaCapo Press, 1996. Armor's leader is one of Britz's most influential architects. Although Gudrian was somewhat motivated from time to time, it recorded a clear and comprehensible explanation of Whermacht's rearmament during the years before World War II; it was borrowed from the UK to the strategy and strategy used by Blitz We also offered insight. In addition, Gederian is FM. He gave his own personal thought to his ability as Rommel and the commander.

Germany, such as the Soviet Union, France, the United Kingdom, recognized the importance of tanks in the beginning of the war. Heinz Goodrich helped greatly in the development of armored units and organized tanks into troops. In spite of training and temporary vehicles like Panzer I and Panzer II respectively, Germany finally developed medium tanks such as Panzer III and Panzer IV designated by Heinz Guderian since January 11, 1934 Did. Both are important functions. The tanks that were displayed at that time were three-person turrets with commanders, gunners, and loading machines. Compared to modern tanks using single or double turrets, the triple turret proves to be valuable to free commanders from other tasks within the tank, and he easily battlefield from the cupola It makes it possible to investigate

In the book "Achtung Panzer" written by Heinz Guderian on tank war, the introduction of British editors tells us the challenges faced by our allies and how Germany introduces new technology I will. The editor explained to the senior commander the adoption of a new procedure and the difficulty of persuading to change the integrity of books, standards, and content written by the program. With the above support, this is possible. This phenomenon also applies to current and company. One of the characteristics of man is to resist new things. Changing standards, rules, roles, and procedures is a non-negligible task. New technology for simulation-driven product development is not a software package that includes training, process analysis, result measurements, standards, procedures, and manual changes.