That is precisely the challenge the military has faced through the ages as it contended with the changing terrain, chaotic elements, and unexpected opportunities of warfare. Organizations must also have a winning strategy to achieve competitive advantage and the ability to renew that strategy as the environment shifts. In today’s turbulent marketplace this kind of ritualistic planning is no longer enough. And in many companies these sterile forecasting methods have remained essentially unchanged. But for most organizations, this was just a rebranding exercise for existing routines, not a change in behavior. Then business gurus began borrowing “strategy” - a much sexier term - from the military. The common term in business before the 1970s was “long-term planning” - the practice of forecasting numbers to map the future. The concept, derived from the Greek strategia - a compound of stratos, meaning “army,” and agein, meaning “to lead” - was instead born in the military. Yet for much of modern history the word “strategy” seldom appeared in the business vernacular. War, wrote the famed nineteenth-century military strategist Carl von Clausewitz, should not be compared to art, but rather to commerce, “which is also a conflict of human interests and activities.”
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