The Art Of Strategy (50 Maxims For War, Politics, Business And Everyday Life)

Drawing on examples from sport, diplomacy, business and more, the authors explore how strategic thinking can guide clear- sighted decision-making.

Drawing on examples from sport, diplomacy, business and more, the authors explore how strategic thinking can guide clear- sighted decision-making.

From politicians seeking re-election, to statespeople craving spheres of influence, to business executives, military generals and sports coaches, we all employ strategy in our day-to-day activities. Strategic treatises on the art of war, politics or leadership have a long history, including those by Thucydides, Xenophon, Kautilya, Machiavelli and Clausewitz; yet, while recent decades have seen the proliferation of books on business strategy, there has still been no single volume, ancient or modern, combining all strands of the human strategic experience— until now.

The Art of Strategy encapsulates and conveys the logic of strategy in easily accessible prose, and applies it to virtually every form of human endeavour. It builds upon the existing strategic wisdom produced by the great masters to present a holistic theory of strategy that is relevant to practice: a sprightly yet sober analysis of fifty maxims, drawing on examples from chess to psychology.

Platias and Koliopoulos offer the reader a guide to strategic behaviour in all areas of life, while at the same time building a comprehensive theory of victory. They provide a framework that helps the reader to understand the nature of strategy, to think strategically, and to act strategically—and successfully.

Introduction PART 1: THE GENERAL CHARACTERISTICS OF STRATEGY Chapter 1. Strategy is immutable and universal Chapter 2. Strategy can make the difference between victory and defeat Chapter 3. There are no one-size-fits-all recipes in strategy Chapter 4. The time factor operates at every level of strategy Chapter 5: Strategy has limits: Some strategic problems are insoluble PART 2: THE STRATEGIC PLAYER IN A COMPETITIVE ENVIRONMENT Chapter 6. Do not depend on the enemy’s not coming, but on your readiness to face him if he comes Chapter 7. Rely on your own power as much as you can Chapter 8. War tests every aspect of your organization Chapter 9. Leadership is a force multiplier—but also a force divider Chapter 10. In the short term, rely on your strengths; in the long term, eliminate your weaknesses Chapter 11. People do not walk on air: Geography sets the strategic context Chapter 12. The ideological and the social environment are at least as important as the physical environment Chapter 13. The “how” bounds the “what”: Technology influences strategy Chapter 14. Intelligence is the eyes and ears of strategic players Chapter 15. Help yourself: Shape the environment PART 3: STRATEGIC CONTEST WITH SPECIFIC OPPONENTS Chapter 16. What do you want to achieve? Chapter 17. Can you actually do it? Chapter 18. Conflict does not occur through violent means alone Chapter 19. War and peace often coexist Chapter 20. The opponent has a strategy, too 2 Chapter 22. Do not appease (rough) equals Chapter 23. Strength diminishes as it moves away from its source Chapter 24. Learn how to manage crises Chapter 25. Alliances may save you; they may also entrap you Chapter 26. The way others see you is, at least in the short term, more important than the way you really are Chapter 27. Prudence is perhaps the highest strategic virtue Chapter 28. The home front is the cornerstone of your strategy Chapter 29. You be a grindstone and the opponent an egg Chapter 30. Economy is the basis of strategy Chapter 31. Every war must end, and you had better figure out how Chapter 32. Choose the place, the time, and the way of confl