The Strategy Process: A Military‐Business Comparison

Citation

Chan, C.C.A. (2003), "The Strategy Process: A Military‐Business Comparison", Leadership & Organization Development Journal, Vol. 24 No. 5, pp. 304-305. https://doi.org/10.1108/lodj.2003.24.5.304.3

Although there are a number of books about the application of war principles in business, this book provides a comparison of business and military strategies in a refreshing manner. Most authors tend to focus heavily on the military treatise of Sun Tzu (a brilliant Chinese strategist who is believed to have lived some 2,300 years ago) when they attempt to link military strategies and business practices. In this book, Robert Grattan presents a balanced integration of contemporary business research and military concepts with real life examples.

There are eight chapters in this book. Chapter 1 outlines the plot of this book. The background, scope of this book, limitations, brief implications, extensive description of strategy, and some contrasts of military and business strategies are provided in this chapter. Chapter 2 presents the methodology used. The aims and scope of this book are provided. An outline of the following chapters is provided. This is followed by a brief outline of various research methods and a justification of the methods chosen for this book.

Chapter 3 provides a contrast between military concepts and business strategies. Specifically, a brief account of the military treatises of the Greeks, Chinese, Romans, Japanese, and historical military thinkers are provided. Following these reviews is a description of various views on strategy. Next, the concepts of vision, risk, tactics, command and control, and change between the military and business are compared. Two case studies were used to illustrate the strategic process. The first case study refers to events and players of the Second World War. The second case study refers to the Alenia Marconi Systems joint venture. Grattan, then, analyzes the cases from the linear rational view, emergent view, and resource‐based view. Linkages to management concepts such as organizational politics, power, conflict, vision and mission are also established.

Chapter 4 establishes the concept of decision making into the strategy formulation process. In particular, various theories of the decision making process proposed by various researchers are presented in this chapter. The effects of structure, politics and leadership on decision making are also presented. Two case studies, one from a military perspective and another from IBM’s perspective, are used to illustrate the strategy formulation process.

Chapter 5 extends the decision making process by examining the strategic decisions taken by the military and businesses. Important drivers to the strategy process, such as organizational factors, leadership factors, attitude to risk and contextual factors, are elucidated.

Chapter 6 melds together the topics of leadership and strategy formulation. Specifically, the debates about trait and personality are discussed. Certain desirable and undesirable qualities of a leader are presented in this chapter. Also presented are topics such as functions of a leader, different types of leadership styles and the situation under which each style would be effective, organizational politics, and conflict management.

Chapter 7 highlights the major important contributors of being a strategic leader. Some of the factors that could potentially develop a person into a strategic leader include preparation through training and exposure, mentorship, experience, learning from mistakes, and the importance of learning from mistakes.

Chapter 8 provides a conclusion for the topic on the strategy process. In this chapter, the purpose of this book is rehashed. An overview of the methodology used for presenting the information and previous chapters are provided.

The author has undertaken a difficult task of weaving concepts in military strategy and business. While many authors have taken a prescriptive stance in similar treatment of the subject matter, Grattan is very flexible in that the parallels of military and business strategies are critically analyzed and described. Grattan’s experiences in the military, business and academia are evident as he makes the complex concepts intelligible to his readers. The Strategy Process is well researched and the examples used are relevant to contemporary organizations.

This book is highly commendable and recommended for academics who teach strategic management, researchers of strategy, practitioners, and students. Military personnel who are involved with the business community might also find this book useful. Overall, this book is a pleasure to read and intellectually stimulating.