Manoeuvre theory: Business mission analysis process for high intensity conflict
Article publication date: 1 September 2004
The third paper in the manoeuvre warfare series, describes a prescriptive approach for the organization's operationalisation of its strategic intent. It discusses the practical planning stages adapted from the military appreciation process. Termed the mission analysis process (MAP) this framework guides planners through the initial mission analysis, the development of a course of action (CoA), followed by a landscape analysis, execution, review, reorientation, and further action if deemed necessary. This paper argues from a military paradigm using both military and business as examples. This paper emphasises the need for porous, flexible and rapid planning processes, devolved decision‐making, and high levels of organizational capability, initiative, trust, and employee competence. Argues that the MAP framework facilitates organizational learning, a heightened sense of organizational participation and commitment, as well as improving business development between management levels and across the organization.
Pech, R.J. and Slade, B.W. (2004), "Manoeuvre theory: Business mission analysis process for high intensity conflict", Management Decision, Vol. 42 No. 8, pp. 987-1000. https://doi.org/10.1108/00251740410555470
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