The Strategy Process: A Military-Business Comparison

Cover......Page 1
Contents......Page 6
List of Figures......Page 9
List of Tables......Page 10
Preface......Page 11
Acknowledgements......Page 13
1.1 The background......Page 14
1.2 What is strategy?......Page 19
2.2 The research aims and scope......Page 36
2.3 The nature of the subject......Page 37
2.5 The importance of methodology......Page 38
2.6 Epistemology......Page 39
2.7 The epistemological stance in this study......Page 41
2.8 Research design......Page 42
2.9 The chosen methodology......Page 43
Appendix: proposed interview agenda......Page 49
3.2 Military strategy......Page 52
3.3 Business strategy......Page 70
3.4 The language of strategy......Page 88
3.5 Case study 1: the struggle for Europe, 1944–5......Page 96
3.6 Case study 2: the Alenia Marconi Systems joint venture......Page 113
3.7 A commentary on the cases......Page 120
4.1 Introduction......Page 126
4.2 Military methods......Page 157
4.3 Case study 1: military strategy formulation in Britain......Page 168
4.4 Case study 2: strategy formulation in IBM......Page 188
4.5 A commentary on the cases......Page 197
5.2 The findings so far......Page 202
5.3 The interviewees......Page 203
5.5 Organisational factors......Page 204
5.6 Leadership factors......Page 210
5.7 The attitude to risk......Page 211
5.8 The theory and practice of strategy formulation......Page 212
5.9 Contextual factors......Page 215
5.10 Emergent issues......Page 219
5.11 Discussion......Page 222
5.12 The case studies......Page 223
5.13 Summarising the strategy process......Page 224
6.2 The nature of leadership......Page 227
6.3 Issues of personality......Page 230
6.4 Leadership traits......Page 235
6.5 Influences on leaders......Page 238
6.6 Leadership functions......Page 239
6.7 Leadership style and appropriateness......Page 242
6.8 Handling organisational politics......Page 247
6.9 Conflict......Page 248
6.10 Studies of chief executive officers......Page 249
6.11 Rank and ability......Page 250
6.12 Conclusion......Page 251
7.2 Producing strategic leaders......Page 252
7.3 Early training......Page 253
7.4 Self-preparation......Page 254
7.5 Experience......Page 256
7.6 Identifying strategic leaders......Page 258
7.7 Training for top positions......Page 260
7.8 Mentoring......Page 263
7.9 The person/organisation tension......Page 264
7.10 Conclusion......Page 265
8 Conclusion......Page 266
8.1 The influence of organisation......Page 268
8.4 The underlying theory and practice......Page 269
8.5 The influence of context......Page 271
Bibliography......Page 274
Appendix List of Persons Interviewed......Page 288
D......Page 290
J......Page 291
R......Page 292
Z......Page 293