© 2002

The Strategy Process

A Military-Business Comparison


Table of contents

  1. Front Matter
    Pages i-xii
  2. Robert F. Grattan
    Pages 1-22
  3. Robert F. Grattan
    Pages 23-38
  4. Robert F. Grattan
    Pages 39-112
  5. Robert F. Grattan
    Pages 113-188
  6. Robert F. Grattan
    Pages 189-213
  7. Robert F. Grattan
    Pages 239-252
  8. Robert F. Grattan
    Pages 253-260
  9. Back Matter
    Pages 261-280

About this book


This book investigates strategy formulation by comparing military & Business practices. It assesses whether the strategy process in the business field also prevails in the military context. Based on interviews and case studies, the author uses a framework of influences including organisation, leadership, risk, theory and context to consider the areas of similarity and difference. While significant parallels can be found, greater importance is placed on the formulation of aims and goals, and the identification and training of leaders in the military. This provides valuable lessons for business strategists.


business leadership methods Organisation organization science and technology strategy

Authors and affiliations

  1. 1.School of Strategic ManagementUniversity of the West of EnglandBristolUK

About the authors

ROBERT GRATTAN served for thirty years in the Royal Air Force, reaching the rank of Group Captain. He instructed in the RAF Staff College. After ten years in the electronics industry, he became a visiting lecturer in the School of Strategic Management at the University of the West of England.

Bibliographic information