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The Combat Estimate, also known as the Seven Questions is a sequence of questions used by military commanders, usually in contact with the enemy, to plan their response, such as a platoon attack. [ 1 ] [ 2 ] It provides a means for formulating a plan that meets the exigencies of battle, even in very difficult circumstances.
[af] This is meant to bring key US allies into the planning for the Joint All-Domain Operations Concept, [87] [27] [398] thereby enabling their "participation in planning, execution and then debrief" after a coalition exercise [400] in overmatching the adversary, [277] and maintaining a Common Operating Picture (COP), [183] [197] to review ...
Although strategic control is a general management topic rather than a prescriptive tool, its reliance on feedback on organisational performance has resulted in a long association with performance management tools such as the balanced scorecard and its derivatives such as the Performance Prism, and with related strategy implementation / execution frameworks such as the ACME framework, [15] the ...
For strategic planning to work, it needs to include some formality (i.e., including an analysis of the internal and external environment and the stipulation of strategies, goals and plans based on these analyses), comprehensiveness (i.e., producing many strategic options before selecting the course to follow) and careful stakeholder management ...
An intelligence collection plan (ICP) is the systematic process used by most modern armed forces and intelligence services to meet intelligence requirements through the tasking of all available resources to gather and provide pertinent information within a required time limit. [1]
Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning. [7] [8] [9] Michael Porter identifies three principles underlying strategy: [10] creating a "unique and valuable [market] position" making trade-offs by choosing "what not to do"
Strategic thinking, as Batty and Quinn state, involves gathering, making connections, and filtering information or “form ideas and strategies that are focused, relevant, and sound.” (Beatty and Quinn, 2010, p. 5). The significance of strategic leadership “is making decisions about whether and when to act” (Beatty and Quinn, 2010, p. 6).
Key issues, elements, and needs of strategy must be translated into objectives, action plans, and “scorecards” and this translation is an integral and vital part of the execution process. Developing this set of clear objectives, that relates logically to the strategy and how the organisation plans to compete, is an important aspect of an ...