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Manoeuvre theory: Business mission analysis process for high intensity conflict

Richard J. Pech (Graduate School of Management, La Trobe University, Melbourne, Australia)
Bret W. Slade (Graduate School of Management, La Trobe University, Melbourne, Australia)

Management Decision

ISSN: 0025-1747

Article publication date: 1 September 2004

Abstract

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.

Keywords

Citation

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

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited