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Chapter Four
Disposition Of Military Strength |
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Be Invincible
Attain Strategic Superiority
Use Information to Focus Resources |
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In business discussions, the issue constantly arises: Does strategy determine tactics or is it tactics that determines strategy? Strategy always comes before tactics just as thinking comes before doing. However, thinking can be the easy part. It's the doing that is difficult. |
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It is a business fundamental that the strategy must be correct for the plan to succeed. There's no chicken and egg problem here. The strategy must be right first; you must be doing the right thing. Then the tactics can support the strategy by doing things right. Excellent strategy at higher levels can sustain many tactical failures at lower levels. The converse is rarely true. Sustained tactical successeven continuous brilliant execution of tacticsseldom overcomes an inadequate strategic posture. |
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A bad strategy supported by good tactics can be a fast route to failure as, for example, driving fast and skillfully in the wrong direction will not get you to your destination. Success requires a balance of strategy and tactics. History proves that the best strategy and tactics are achieved in areas fundamental to the core strengths of the organization. |
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The strategic plan cannot be conceived in a tactical vacuum. Otherwise, the solution might parallel the plan of the mythical strategist who recommended boiling the ocean as a way to eliminate the menace of German submarines. |
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Successful tactical implementation requires a deep appreciation of strategy. Otherwise, the tactician will not understand why he or she is doing what. When we do not understand the underlying concepts, we do not have the ability to improve or improvise properly. |
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