How and Why Did Changes in Warfare Affect Diplomacy, the European
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Marie Von Clausewitz: the Omw an Behind the Making of on War, by Vanya Eftimova Bellinger John T
Naval War College Review Volume 69 Article 10 Number 3 Summer 2016 Marie von Clausewitz: The omW an behind the Making of On War, by Vanya Eftimova Bellinger John T. Kuehn Follow this and additional works at: https://digital-commons.usnwc.edu/nwc-review Recommended Citation Kuehn, John T. (2016) "Marie von Clausewitz: The omW an behind the Making of On War, by Vanya Eftimova Bellinger," Naval War College Review: Vol. 69 : No. 3 , Article 10. Available at: https://digital-commons.usnwc.edu/nwc-review/vol69/iss3/10 This Book Review is brought to you for free and open access by the Journals at U.S. Naval War College Digital Commons. It has been accepted for inclusion in Naval War College Review by an authorized editor of U.S. Naval War College Digital Commons. For more information, please contact [email protected]. 146 NAVALKuehn: WAR COLLEGEMarie von REVIEW Clausewitz: The Woman behind the Making of On War, by V challenges in the Gulf of Guinea� Indeed, international cooperation� (4) Prevailing the book may be viewed as a compen- regional cooperative processes lack coor- dium of the existing legal regimes in the dination and have suffered several set- Gulf of Guinea� This legal landscape is backs� (5) International support for mar- important to understand as efforts pro- itime security cooperation in the Gulf ceed to combat maritime insecurity and of Guinea is inadequate, uncoordinated, enhance maritime governance through and in some cases driven by national in- cooperation� The section on emerging terests that affect its overall -
Effects of Generic Strategies on the Competitive Advantage of Firms in Kenya’S Airline Industry: a Survey of Selected Airlines
EFFECTS OF GENERIC STRATEGIES ON THE COMPETITIVE ADVANTAGE OF FIRMS IN KENYA’S AIRLINE INDUSTRY: A SURVEY OF SELECTED AIRLINES BY RUTH MORAA OMWOYO UNITED STATES INTERNATIONAL UNIVERSITY AFRICA FALL, 2016 EFFECTS OF GENERIC STRATEGIES ON THE COMPETITIVE ADVANTAGE OF FIRMS IN KENYA’S AIRLINE INDUSTRY: A SURVEY OF SELECTED AIRLINES BY RUTH MORAA OMWOYO A Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA) UNITED STATES INTERNATIONAL UNIVERSITY – AFRICA FALL, 2016 STUDENT’S DECLARATION I, the undersigned, declare this my original work and has not been submitted to any other college, institution or university other than United States International University-Africa for academic credit. Signed _________________________ Date: _________________________ Ruth Moraa Omwoyo (ID No: 645630) This project report has been presented for examination with my approval as the appointed supervisor. Signed ___________________________ Date: _________________________ Dr. Juliana M. Namada Signed: __________________________ Date: _________________________ Dean Chandaria School of Business ii COPYRIGHT © 2016 Ruth Moraa Omwoyo ALL RIGHTS RESERVED. Any unauthorized reprint or use of this research report is prohibited. No part of the study may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without express written permission from the author and the university. iii ABSTRACT The purpose of the study was to examine the effects of generic strategies on competitive advantage on firms in Kenya’s airline industry. It focused on selected airlines. This study aimed at establishing how cost leadership strategy affect competitive advantage, determining how differentiation strategy affect competitive advantage and examining how focus strategy affect competitive advantage of firms in Kenya’s airline industry. -
Linking Business Models with Business Architecture to Drive Innovation
Linking Business Models with Business Architecture to Drive Innovation Linking Business Models with Business Architecture to Drive Innovation A Business Architecture Guild Whitepaper Principal Co-Authors: Steve DuPont, Karen Erwin, Bryan Lail, Stephen Marshall Reviewers: Remco Blom, Frank Fons, William Ulrich, Wilton Wratten, Carl Zuhl August 2015 1 Copyright ©2015 Business Architecture Guild Linking Business Models with Business Architecture to Drive Innovation Executive Summary A business model describes the rationale of how an organization creates, delivers, and captures value.1 Organizations are expanding their innovation focus from products and processes to business models in order to remain competitive in the face of shrinking product lifecycles and growing market uncertainties. They are increasingly embracing the business model concept in strategic planning, accompanied by a greater focus on customers and corresponding value propositions. In a parallel development, organizations are using business architecture to provide increased business transparency and maximize the likelihood of an effective and successful deployment of strategy. Business architecture is defined as “a blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands.”2 Despite the natural progression from business models (as an expression of business strategy) to business architecture (as the actionable blueprint for that strategy), these two concepts have evolved separately. To date, limited consideration has been given as to how they relate to each other. This white paper aims to address that gap, by demonstrating that the two approaches not only relate to each other but also work well together to effect change. We further expand on this synergy with a practical case study. -
The Mind of the Strategist
The Mind of the Strategist The Art of Japanese Business by Kenichi Ohmae © 1982 McGraw-Hill 304 pages Focus Take-Aways Leadership & Mgt. • The purpose of business strategy is to cause events to favor your strengths. Strategy • Identify your strengths and build on them. Sales & Marketing Corporate Finance • Every industry has a key success factor — know yours. Human Resources • Penetrate appearances. Technology & Production • Address the problem, not the symptoms. Small Business • Know what separates winners from losers in your industry and your market. Economics & Politics Industries & Regions • Analyze potential improvements in terms of cost, benefi t and strategic advantage. Career Development • Keep track of customer and market trends — even though customers may not Personal Finance know what they want. Concepts & Trends • Know the difference between a “business” and a “product.” • Think like an entrepreneur, but think. Rating (10 is best) Overall Applicability Innovation Style 9 9 9 9 To purchase individual Abstracts, personal subscriptions or corporate solutions, visit our Web site at www.getAbstract.com or call us at our U.S. offi ce (954-359-4070) or Switzerland office (+41-41-367-5151). getAbstract is an Internet-based knowledge rating service and publisher of book Abstracts. getAbstract maintains complete editorial responsibility for all parts of this Abstract. The respective copyrights of authors and publishers are acknowledged. All rights reserved. No part of this abstract may be reproduced or transmitted in any form or by any means, electronic, photocopying, or otherwise, without prior written permission of getAbstract Ltd (Switzerland). Relevance What You Will Learn In this Abstract, you will learn: 1) How Japanese business people think about strategy; and 2) How you should conceptualize and execute your strategy. -
THE FUTURE ROLE of the HEALTHCARE STRATEGIST SECOND EDITION Dear Colleague
The Learning Edge for Healthcare Strategists BRIDGING WORLDS THE FUTURE ROLE OF THE HEALTHCARE STRATEGIST SECOND EDITION Dear Colleague: I am pleased to share with you the second edition of Bridging Worlds, just released by The Society for Healthcare Strategy & Market Development (SHSMD), a professional membership group of the American Hospital Association. This report includes fresh input from recent leadership interviews, updates to the evolving healthcare landscape, new strategic opportunities, case examples, and refinements to the strategic implications, skills, and attributes for strategy professionals. SHSMD first released Bridging Worlds: The Future Role of the Healthcare Strategist in 2014 to help strategy professionals and other healthcare leaders navigate their organizations through radical transformation. Bridging Worlds identified the attributes and skills needed for future success, and was distributed to thousands of healthcare strategy leaders across the country, including CEOs, strategic planners, business developers, marketers, communicators, and physician strategists. It received wide acclaim and served as the genesis for SHSMD ADVANCE™, a comprehensive roadmap for skill development. Since its inception in 2016, SHSMD ADVANCE has resulted in hundreds of self- assessments and targeted educational activities to grow individual and team skill sets, helping to shape our future workforce. This latest edition is a valuable tool for any healthcare strategy leader serving as a change agent or leading innovative organizational transformation. Please share this resource with your colleagues. The electronic version is available at no cost at shsmd.org/BridgingWorlds. To purchase print copies, or for information on SHSMD ADVANCE or other related resources, please contact SHSMD at [email protected]. SHSMD invites your questions, comments, and ideas as you begin to read and use this document to drive change in your organization. -
Are You Ready for Strategic Planning? Strategic Planning and Implementation Checklists John W
Are you ready for strategic planning? Strategic Planning and Implementation Checklists John W. Myrna Key checklists to help you assess your readiness and start you on the path to creating a strategic plan for your company: Checklists to help you select the process and facilitator Pointers on the CEO’s role in the strategic planning process Tips on how to surface your company’s strategic issues Pointers on how to establish a vision for the future, establish team consensus on strategic goals, and develop an initial action plan for each goal Pointers on how to implement action plans This report is available at: www.myrna.com/free-tools Table of Contents Introduction: What is strategic planning? ........................................ 1 Step 1 – Decide whether you are ready to plan .............................. 2 Step 2 – Decide on the process ...................................................... 3 Step 3 – Decide on the facilitator ..................................................... 4 Step 4 – Decide to do it now! .......................................................... 5 Ten Secrets to Strategic Planning Success .................................... 5 #1. Play your role as CEO and walk the talk .......................... 5 #2. Use a facilitator ................................................................. 6 #3. Select a quality executive team ........................................ 6 #4. Pre-plan the planning meeting ......................................... 7 #5. Use good meeting rules and tools ................................... -
The Strategic Paradox of Truly Autonomous Weapons
The strategic paradox of autonomous weapons ZIPAR Policy Brief February 2018 Marko Kovic ZIPAR About ZIPAR The Zurich Institute of Public Aairs Research is devoted to identifying and addressing the major challenges for humankind in the short-term, in the medium- term, and in the long-term future. ZIPAR is an independent nonprot think tank based in Zurich, Switzerland. Recommended citation Marko Kovic (2018): The strategic paradox of autonomous weapons systems. ZIPAR Policy Brief. Zurich, Switzerland. Copyright This document is licensed under a Creative Commons Attribution-NonCommercial- NoDerivatives 4.0 International license. You can freely distribute this document and reference it in other works. For any questions about copyright, feel free to contact the author ([email protected]). 2 The strategic paradox of autonomous weapons ZIPAR Policy Brief Abstract Progress in articial intelligence makes the technology increasingly relevant to military applications. In particular, autonomous weapons could be of great military use: Autonomous weapons could achieve goals more ef- fectively and more eciently than humans or human-operated weapons. In this policy brief, the potential impact of implementing autonomous weapons on the behavior and decision-making of the military is discussed. The most probable positive impact, greater adherence to humanitarian law on the battleeld, is outweighed by the most probable negative impact, a disruption of the military chain of command and the security risks that follow from that disruption. This creates a strategic paradox: Even though autonomous weapons could help the military achieve goals more eectively and more eciently, autonomous weapons would strategically undermine the military by disrupting the chain of command and by creating a great security risk. -
The Public Morality of Carl Von Clausewitz
DRAFT The Public Morality of Carl von Clausewitz A Paper for Presentation at the Annual Meeting of the International Studies Association 24-27 March 2002 Suzanne C. Nielsen Assistant Professor Department of Social Sciences West Point, NY 10996 [email protected] The views expressed are those of the author and not necessarily those of the Department of the Army, the U.S. Military Academy, or any other U.S. government agency. Please do not cite or reproduce without permission from the author. DRAFT “Nowadays, anyone reflecting on war and strategy raises a barrier between his intelligence and his humanity.” - Raymond Aron Clausewitz, Philosopher of War (1976) Introduction The ideas of Carl von Clausewitz, Prussian soldier and scholar, have been the subject of endless controversy since the posthumous publication of his great work, On War , in 1832. Did he produce a timebound and even faulty analysis of the wars of his age, or a classic that provides timeless insights? Was he an objective analyst of the complex nature of war, or an advocate of absolute wars of annihilation? Characterizations of Clausewitz and his writings vary tremendously. In the wake of the First World War, Liddell Hart attributed at least indirect responsibility for its destructiveness to Clausewitz. To Hart, Clausewitz was the “evil genius of military thought” and the “apostle of total war” who advocated mass and offensive above all else. 1[1] Bernard Brodie gave a quite different interpretation in the 1970s. He emphasized Clausewitz’s denial that war could be waged according to a list of axioms, and his belief that even valuable generalizations admit exceptions. -
An Actor-Centric Theory Of
he United States, the most power- Soldiers and Afghan National Police coordinate ful nation in the world, is reas- security for Afghan national election, September 2010 sessing its approach to war. With TAmerica entering the 10th year of what was originally called the global war on terror, the Nation finds itself engaged in con- flicts in Central Asia and the Middle East that challenge decades of planning, training, and doctrine. Although collectively this series of campaigns recently crossed the marker-point for America’s longest combat engagement ever, arguments persist—even in the pages of this publication—as to whether we have the correct approach.1 This debate is, for the most part, limited in scope.2 In general, it can be summarized as revolving around one contentious point: whether one agrees with the idea that the United States must redefine its fighting capacity based upon irregular threats—such as insurgency—or not. On the one hand, we have the proponents of a counterinsurgency, or COIN, approach often associated with U.S. Army (Chris G. Neeley) one of Washington’s newest think tanks, the Center for a New American Security, and its energetic president, retired U.S. Army Lieutenant Colonel John Nagl.3 In brief, the An Actor-centric argument on this side of the current debate is that the U.S. Army (note, not the U.S. Marine Corps) deliberately shunned irregular warfare, and counterinsurgency in particular, Theory of War after it was “not allowed” (politically) to win the Vietnam war.4 Only when faced 30 years later in Iraq with an insurgency that seemed Understanding the Difference to be winning did the uniformed establish- ment return to the library of irregular warfare Between COIN and Counterinsurgency and, under the leadership of General David Petraeus, rewrite and embrace this form of war in the shape of revised Field Manual 3–24, Counterinsurgency.5 This doctrinal By SEBASTIAN L.v . -
Prospect Theory and the Defence in Clausewitz's on War Paper
Prospect theory and the defence in Clausewitz’s On War Paper presented to the annual meeting of the International Studies Association, 16 March 2016, Atlanta, Georgia. Kenneth Payne, KCL It is quite clear how greatly the objective nature of war makes it a matter of assessing probabilities.1 Carl von Clausewitz, somewhat cryptically, argued that defence in war was stronger than attack. This seems to jar with much military writing then and now which praises the dynamism of the offensive and advocates using surprise as a means of overcoming an adversary’s strengths. Seizing the initiative, particularly when done by bold, visionary generalship, is the way to win victory in battle. By contrast, the defence seems reactive and passive, not commonly traits praised in military commanders or strategists. Waiting, Clausewitz averred, is the ‘leading feature’ of the defence.2 Passivity in the face of enemy hostility is not commonly remarked upon as a feature of martial prowess. Even when an attack was underway, the defensive force would remain on the back foot, reacting to events, rather than shaping them decisively; passively enduring the blows of the assaulting armies. As Clausewitz saw it, ‘prudence is the true spirit of defence, courage and confidence the true spirit of the attack’.3 How then could defence be the stronger of the two forces in war? Nonetheless, I argue here that Clausewitz was essentially correct, and for reasons that modern psychology would recognize. Specifically, I claim that the defence is stronger because we have an innate aversion to losing possessions, and this causes us both to fight more tenaciously to hold on to what we have, and to risk more to secure it. -
Studying the Effect of Strategic Thinking on Innovation Performance (Case Study: Sistan and Baluchestan Customs Administration) Revista Publicando, 5 No 15
Studying the Effect of Strategic Thinking on Innovation Performance (Case study: Sistan and Baluchestan Customs Administration) Revista Publicando, 5 No 15. (2). 2018, 1123-1135. ISSN 1390-9304 Studying the Effect of Strategic Thinking on Innovation Performance (Case study: Sistan and Baluchestan Customs Administration) Haniyeh Moghadam1, Ebrahim Haddadi2, Aleme Kikha3 1 Department of management, Zahedan Branch, Islamic Azad University, Zahedan.Iran. 2 Department of management, Zahedan Branch, Islamic Azad University, Zahedan.Iran. 3 Faculty member, University of Zabol, Zabol. Iran, [email protected] Abstract Strategic thinking is highlighted as one of the main capabilities of leaders. The present research is conducted to study the effect of strategic thinking on innovation performance in Sistan and Baluchestan province customs administrations. Research statistical population included 70 office administrators (90% male and 10% female) of Sistan and Baluchestan province customs administrations selected through census sampling method. Research data were collected through researcher- made strategic thinking based on innovation performance scale. Research face and content validity was verified using descriptive and inferential statistics through SPSS. Research results indicate that all strategic thinking dimensions significantly influence innovation performance. Keywords: Strategic thinking, innovation performance, Sistan and Baluchestan province customs administration. 1123 Received 23/04/2018 Approved 10/06/2018 Studying the Effect of Strategic Thinking on Innovation Performance (Case study: Sistan and Baluchestan Customs Administration) Revista Publicando, 5 No 15. (2). 2018, 1123-1135. ISSN 1390-9304 1.INTRODUCTION Strategic thinking has been increasingly interested in strategic management area over recent decade and many studies have referred to the significance of strategic thinking in managers. Strategic thinking is accounted as one of the two main characteristics of outstanding performance leaders. -
Strategy's Evangelist
Naval War College Review Volume 74 Number 1 Winter 2021 Article 4 2021 Strategy’s Evangelist Lawrence Freedman King’s College London Follow this and additional works at: https://digital-commons.usnwc.edu/nwc-review Recommended Citation Freedman, Lawrence (2021) "Strategy’s Evangelist," Naval War College Review: Vol. 74 : No. 1 , Article 4. Available at: https://digital-commons.usnwc.edu/nwc-review/vol74/iss1/4 This Article is brought to you for free and open access by the Journals at U.S. Naval War College Digital Commons. It has been accepted for inclusion in Naval War College Review by an authorized editor of U.S. Naval War College Digital Commons. For more information, please contact [email protected]. Freedman: Strategy’s Evangelist Courtesy of Valerie Gray Published by U.S. Naval War College Digital Commons, 2021 1 Naval War College Review, Vol. 74 [2021], No. 1, Art. 4 COMMENTARY STRATEGY’S EVANGELIST Lawrence Freedman I was not an exact contemporary of Colin Gray and our careers were not quite parallel, yet it was pretty close on both counts. He was five years older, but we were both undergraduates at Manchester University and did doctorates at Oxford. He began his career working on arms races and nuclear strategy but then branched out to write much more broadly on strategy, and so did I. We overlapped very briefly at the International Institute for Strategic Studies in the autumn of 1975 until he had a spectacular falling-out with the director, Christoph Bertram, over, I believe, some biting criticism Colin had written of U.S.