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Manoeuvre theory: Business mission analysis process for high intensity conflict

Manoeuvre theory: Business mission analysis process for high intensity conflict The third paper in the manoeuvre warfare series, describes a prescriptive approach for the organization's operationalisation of its strategic intent. It discusses the practical planning stages adapted from the military appreciation process. Termed the mission analysis process (MAP) this framework guides planners through the initial mission analysis, the development of a course of action (CoA), followed by a landscape analysis, execution, review, reorientation, and further action if deemed necessary. This paper argues from a military paradigm using both military and business as examples. This paper emphasises the need for porous, flexible and rapid planning processes, devolved decision‐making, and high levels of organizational capability, initiative, trust, and employee competence. Argues that the MAP framework facilitates organizational learning, a heightened sense of organizational participation and commitment, as well as improving business development between management levels and across the organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

Manoeuvre theory: Business mission analysis process for high intensity conflict

Management Decision , Volume 42 (8): 14 – Sep 1, 2004

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References (46)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0025-1747
DOI
10.1108/00251740410555470
Publisher site
See Article on Publisher Site

Abstract

The third paper in the manoeuvre warfare series, describes a prescriptive approach for the organization's operationalisation of its strategic intent. It discusses the practical planning stages adapted from the military appreciation process. Termed the mission analysis process (MAP) this framework guides planners through the initial mission analysis, the development of a course of action (CoA), followed by a landscape analysis, execution, review, reorientation, and further action if deemed necessary. This paper argues from a military paradigm using both military and business as examples. This paper emphasises the need for porous, flexible and rapid planning processes, devolved decision‐making, and high levels of organizational capability, initiative, trust, and employee competence. Argues that the MAP framework facilitates organizational learning, a heightened sense of organizational participation and commitment, as well as improving business development between management levels and across the organization.

Journal

Management DecisionEmerald Publishing

Published: Sep 1, 2004

Keywords: Organizational planning; Management theory; Military actions

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