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This volume presents a number of strategic management concepts and the circumstances in which they apply. The format and language should be suitable for both business and non-business readers. The text provides a mental map to orient strategic thinking and give meaning to management actions.

This book presents a number of strategic management concepts and the circumstances in which they apply in a format and language understandable to both business and non-business readers. The authors – academics and military men – cite examples throughout military history, including quotes, stories, and diagrams, that teach important lessons for business leaders. Their central theory is that an interacting environment sets typical conditions in which an organization and its strategy will succeed. Critical factors supporting this theory are explained in chapters covering the environment, organization, and strategy in the planning stage, and communication, action, and results in the execution phase. The appendix reviews military-business maxims, which include looking at the big picture first, looking for what causes change, being ready to deal with the worst, making sure the mission is clear, assigning objectives and not actions, and learning from everyone else. Focus is placed on the top level of management – the job of the chief executive. Central to the discussion is an understanding of the ideas: a simple conceptual model is used to bring key factors together and to integrate lines of discussion. The basic outline that results is easy to remember and offers a useful framework on which to add other concepts. In effect, the reader is provided with a mental map to orient his strategic thinking and give meaning to management actions.

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