How to Get Started in Social Media for Art League City
War & Business Strategies
1. War
&
Business
Strategy
Understanding
Founda4ons
and
Drawing
Parallels
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2. By
a
show
of
hands,
how
many
of
you
believe
that
military
and
business
strategy
are
the
same?
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4. In
the
world
of
business,
we
regularly
hear
phrases
like
“we
have
won
the
baDle
for
industry
leadership,”
“we
have
successfully
defended
our
market
posi4on,”
or
“we
have
made
a
killing
in
the
stock
market”
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5. These
phrases
use
military
terminology
to
express
business
successes,
but
is
that
where
the
rela4onship
ends?
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6. Both
the
military
and
business
are
concerned
with
compe44on
and
how
to
succeed
in
the
face
of
determined
adversaries.
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7. In
one
case,
there
is
physical
survival;
in
the
other,
there
is
commercial
survival.
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8. Both
use
a
mental
ac4vity
which
seeks
to
iden4fy
a
way
of
winning,
and
each
defines
this
process
as
“strategy.”
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9. In
each
case,
resources
–
physical,
human
and
moral
–
are
applied
at
cri4cal
points
in
an
aDempt
to
achieve
the
aim.
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10. Between
500
–
600
BC,
Sun
Tzu,
a
great
Chinese
General,
began
wri4ng
his
volume
on
military
strategy
called
the
Art
of
War.
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11. Sun
Tzu
proposed
that
the
most
successful
general
was
one
that
could
win
before
the
figh4ng
has
to
start
(deterrence);
that
superior
manpower,
posi4on,
technology
and
so
on
would
prevail
(competitive advantage);
and
to
avoid
what
is
strong
(indirect approach).
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12. Heads
of
State
also
used
military
strategy
to
ensure
that
their
na4ons
survived
or
to
minimize
the
affects
of
aggressive
moves
by
compe4tors.
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13. This
strategy
is
conducted
on
a
world
stage
and
can
result
in
the
loss
of
lives,
will
involve
vast
sums
of
money,
and
will
influence
the
progress
of
human
history.
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14. This
type
of
strategy
is
known
as
a
Grand
Strategy.
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15. An
example
of
grand
strategy
is
the
conquest
of
India,
but
the
way
this
is
achieved
also
requires
a
means,
method
and
a
plan.
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16. This
is
where
strategy
changes
to
tac4cs.
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17. BaDalion
commanders
will
develop
a
“strategy”
to
conquer
the
enemy,
but
the
Corps
Commanders
will
look
at
these
at
“tac4cs.”
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18. Strategy
is
the
theory
of
the
use
of
combats
for
the
object
of
war.
Tac*cs
is
the
theory
of
the
use
of
military
forces
in
combat.
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19. Differences
Between
Military
and
Business
Strategy
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20. Many
people
who
study
strategy
have
tried
to
disprove
the
link
between
military
and
business
strategy…
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21. This
is
not
possible
to
do
for
a
number
of
reasons…
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22. First,
there
was
no
such
thing
as
business
strategy
prior
to
the
1960s.
Before
that,
all
strategy
was
considered
military
strategy.
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23. In
the
military,
ge;ng
results
is
as
easy
as
giving
orders.
It’s
not
that
simple
in
civilian
life.
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24. We
believe
that
ge_ng
results
is
as
easy
(or
as
difficult)
as
giving
the
right
orders,
whether
in
the
military
or
in
business.
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25. Making
the
right
decision
and
building
a
team
to
execute
the
decision
is
a
challenge
for
a
leader.
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26. In
both
spheres,
the
leader
must
act
through
people.
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27. As
a
business
person,
I
have
to
make
a
profit.
In
the
military,
you
don’t
have
to
face
that
pressure.
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28. While
we
agree,
the
military
does
not
face
the
same
kind
of
boDom
line
pressures
that
business
face.
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29. The
pressure
that
all
of
our
organiza4ons
face
is
pressure
to
perform,
to
succeed
and
to
win.
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30. In
today’s
world,
with
poli4cal
demands
for
accountability
and
efficiency,
the
military
has
been
forced
to
reduce
its
costs
and
improve
its
produc4vity
as
surely
as
any
private
enterprise.
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31. In
business,
I
have
to
struggle,
get
and
keep
customers,
but
the
military
is
a
public
ins0tu0on
–
you
don’t
have
to
go
out
and
find
customers.
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32. In
a
sense,
Pakistan’s
ci4zens
are
the
military’s
customers
and
they
are
in
no
danger
of
losing
them.
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33. The
danger
is
in
failing
them
on
the
baDlefield.
In
that
sense,
compe44on
is
at
the
core
of
the
military’s
existence.
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35. We
were
taught
in
business
school
that
–
good
strategy
does
not
recognize
the
concept
of
victory.
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36. Strategy
is
the
way
to
gain
advantage
in
the
current
circumstances
and
as
far
ahead
as
it
is
possible
to
look,
but
retain
the
understanding
that
adjustment
may
have
to
be
made.
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37. As
I
men4oned
previously,
business
strategy
did
not
emerge
un4l
the
1960s,
so
the
concept
of
strategy
was
started
by
the
military
and
later
adopted
by
the
business
world.
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38. Understanding
the
Origins
of
Strategy
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39. The
word
strategy
comes
from
two
Greek
words
–
stratos
(army)
and
agein
(to
lead)
–
which
means
“art
of
the
general.”
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40. The
reason
for
telling
you
this
is
not
just
to
show
you
where
the
word
comes
from,
but
that
it
has
been
around
since
500
BC.
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41. In
508
BC,
in
the
great
city
of
Athens,
ten
tribal
divisions
were
formed,
each
headed
by
an
elected
strategos.
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42. The
crea4on
of
a
strategos
showed
the
increase
in
the
military
decision-‐making
process
and
the
complexity
that
came
with
it.
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43. Warfare
had
evolved
to
the
point
where
winning
sides
no
longer
relied
on
the
deeds
of
heroic
individuals
but
on
the
co-‐ordina4on
of
many
different
units
of
men
figh4ng
in
close
forma4on.
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44. Strategoi
were
not
only
selected
for
their
wisdom,
but
were
also
required
to
have
first-‐hand
experience
in
baDle.
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45. They
also
required
vision,
ar4cula4on
and
communicate
it
to
the
people.
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46. In
338
BC,
Philip
of
Macedon
and
his
son
Alexander
the
Great
gained
victory
in
the
baDle
of
Chaeronea…
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47. Many
of
us
use
this
baDle
to
draw
parallels
with
current
management
concepts…
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48. The
Parallels
Ø Philip
and
Alexander
had
very
clear
goals
in
the
baDle
Ø They
used
an
indirect
approach
Ø They
used
decep4on
Ø They
had
a
well-‐developed
con4ngency
plan
Ø They
exploited
their
top-‐down
command
structure
against
a
Greek
military
that
relied
on
the
more
difficult
democra4c
system
Ø They
analyzed
their
strengths
and
weaknesses,
and
used
their
strengths
to
offset
their
weaknesses
Ø They
aDacked
their
opponent’s
weaknesses
Ø They
concentrated
their
forces
at
the
cri4cal
points
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49. This
evidence
shows
that
strategic
thinking
by
the
Macedonians
to
achieve
superiority
over
the
larger
Greek
forces.
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50. Sun
Tzu’s
Art
of
War
was
the
first
wriDen
document
on
the
principles
of
strategy,
and
his
declara4ons
have
been
quoted
in
recent
years
in
the
business
context…
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51. The
Art
of
War
Taught
Ø Stressed
the
value
of
planning
Ø Recognized
the
value
of
4ming
Ø Explained
that
war
was
a
contest
of
wills
of
opposing
generals
Ø An4cipated
the
strategy
of
the
indirect
approach
Ø Stressed
the
importance
of
mobility
Ø Iden4fied
leadership
and
morale
as
important
aDributes
of
successful
forces
Ø Along
with
a
number
of
other
observa4ons
s4ll
relevant
today
to
business
people
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52. In
Rome,
the
Romans
were
ruthless
and
warlike,
habits
that
had
become
part
of
their
culture
over
decades
of
war.
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53. The
Senate
was
responsible
for
strategic
decision
making
at
the
direc4on
of
the
state,
but
Senators
were
not
only
poli4cians…
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54. No
Roman
could
stand
for
poli4cal
office
un4l
he
had
served
on
ten
annual
military
campaigns.
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55. Like
the
strategoi
of
Greece,
the
Roman
strategies
knew
from
first
hand
experience
about
military
opera4ons.
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56. The
Romans
did
not
face
a
single
enemy
whose
ul4mate
defeat
would
ensure
permanent
security.
Their
only
goal
was
the
maintenance
of
a
minimally
adequate
level
of
security
at
the
lowest
feasible
cost
to
society.
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57. These
condi4ons
are
similar
to
the
problems
that
modern
corpora4ons
face
–
no
single
baDle
wins
security,
but
they
face
an
endless
aDack
of
compe4tors
in
which
only
the
most
efficient
will
survive
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58. Origins
of
Strategy
in
Business
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59. Strategy
can
be
seen
as
“the
way
to
win.”
So
winners
must
have
a
strategy
whether
they
acknowledge
it
or
not.
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60. Henry
Mintzberg
developed
the
founda4onal
principle
of
the
different
components
of
strategy:
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61. Plan
–
recognized
that
a
common
view
is
that
strategy
is
a
consciously
intended
course
of
ac4on
which
is
made
in
advance
of
the
ac4on
and
is
purposeful.
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62. Ploy
–
suggests
that
strategy
can
be
a
manoeuver
intended
to
outwit
or
confuse
the
opposi4on.
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63. PaDern
–
iden4fies
a
consistency
in
strategic
behavior,
whether
or
not
intended,
that
over
4me
becomes
recognizable
or
even
predictable.
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64. Posi4on
–
means
that
strategy
locates
an
organiza4on
in
an
environment
and
is
a
media4ng
or
matching
force
between
an
organiza4on
and
the
outside
world.
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65. Perspec4ve
–
proposes
that
strategy
is
the
way
an
organiza4on
perceives
the
world,
an
abstract
concept
that
shapes
the
behavior
of
the
par4es
involved.
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66. Michael
Porter
broke
strategy
into
further
components
to
be
used
as
compe44on:
New
Entrants,
Subs4tute
Products,
Power
of
Suppliers,
Power
of
Buyers,
and
Industry
Compe44on.
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67. Campbell
and
Young
defined
the
Ashridge
Model
for
how
strategy
could
be
used
for
se_ng
the
mission/vision
of
an
organiza4on:
Purpose,
Values,
Behavior
Standards
and
Strategy
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68. We
also
know
that
strategy
must
be
able
to
drive
decision
making.
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69. Strategy
is
the
choice
from
many
available
op4ons
as
a
way
to
succeeding.
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70. So
what
we
learn
is
that
strategy
is
all
of
its
forms,
originated
from
the
military
and
was
tailored
to
business
to
achieve
compe44ve
advantage,
a
mission
or
vision,
target
objec4ves
and
drive
the
decision
making
process.
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