Presents a practical exploration of business manoeuvre theory, examining the application of a developing military war fighting doctrine and how this can be transferred to the business mindscape in order to influence future planning. Suggests that attackers have strategic advantage over defenders and describes decision processes and complementary systems designed to support aggressive attack. Argues that decision makers broaden their attention from a dual focus on product innovation and increased market share, to include processes and tactics aimed at undermining and destabilising a competitor’s C2 (command and control). Also calls for an increase in the study of competitive behaviour and the study of decision processes and psychological operations (“psyops”) as they occur under time and resource constraints within the combative business environment.
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