Sir Basil Henry Liddell-Hart (31 October 1895 – 29 January 1970) was an influential British strategist, historian, and military theorist. The prolific author B. H. Liddell-Hart authored numerous works on military strategy and tactics.
Liddell-Hart's "Strategy" is considered one of the most influential works on military strategy published in the 20th century. This book examines the art of warfare and provides a comprehensive analysis of the strategies and tactics used by great military commander
Businesses must continue to adapt and innovate if they are to thrive in the face of disruption and intense competition.
Change is essential to the growth and profitability of an organization, but it is frequently resisted by individuals and groups within the organization, making its implementation challenging.
Change Management is the process of assisting and preparing individuals, teams, and organizations as they modify their operations, processes, and structures.
Change Management requires addres
Organizational leadership can draw on 3 Strategic Thinking Games to master Business Strategy and apply in varied scenarios and organizational structures. The Strategic Thinking Games provide Decision Making models for senior executives to choose from and use as per the situation.
The Strategic Thinking Games are based on mathematics and statistics, particularly Probability Theory, and exhaustive research into the Business Strategy realm. Probability Theory is actually a branch of mathematics th
Supply chain management across industries is being revolutionized at a rapid pace by technology. By implementing technology systems, supply chain organizations aspire to eliminate waste, meet customers’ needs at reasonable costs, and ensure profitability. Enterprise Resource Planning systems facilitate in processing unstructured data at an aggregated level. However, at workflow or micro level the data produced through ERPs needs to be further refined to understand costs.
Supply chain experts
Strategy and execution are the 2 critical elements that drive a business. However, leaders often struggle even with defining—let alone devising and executing—an effective strategy. Many of those who are responsible to deal with it fall short of describing how they typically employ it. This failure takes its roots from the fact that there is no clear path associated with strategy.
Strategy is about making sound decisions about unforeseen problems. It’s about selecting the right options—about m
Manufacturing today entails immediate yet informed decision making. However, with increasing levels of sophistication and production, senior leadership often has limited time to make optimum decisions pertaining to the number of unanticipated issues surfacing from time to time. These issues—if not managed properly and timely—can lead to defects and wastes.
Top global enterprises are utilizing innovation and creative ways to enable prompt decision making. Specifically, they are using Internet o
In the modern age, organizations are striving to form a sustainable Supply Chain system to cope with the challenges that are arising. 
Such issues include the emission of hazardous substances, excessive resource consumption, Supply Chain risks, and complex procedures.
Through Strategic Planning, organizations around the globe are adopting strategies to become a sustainable organization. In fact, there is an increasing trend towards organizations adopting sustainable Supply Chain Management practi
Strategic Supply Chain Planning is the "Pegasus of Strategy." It can soar, but it also needs to keep its feet on the ground.
Companies with a global supply chain now need to introduce its strategic left hand to its operational right hand. To make planning more valuable, its strategic supply chain planning needs to combine strategic planning with its tactical supply chain planning. The importance of aligning strategic direction to the supply chain has become of utmost importance.
Senior Managers
Supply Chain Resiliency is the capability of the Supply Chain to be prepared for unexpected risk events. It is the Supply Chain’s ability 
to respond and recover quickly to potential disruptions. It can return to its original situation or grow by moving to a new, more desirable state in order to increase customer service, market share, and financial performance.
Resilience is currently an increasing concern in the Supply Chain caused by globalization. The Supply Chain is globally being subject to
COVID-19 is shaping a “New Normal”—a Low Touch Economy that requires a strategic response.
The world is changing. Forced isolation and social distancing restrictions have been put into place with the advent of the COVID-19 health crisis. This is not expected to end soon but is expected to have a lasting effect on the world. In fact, a new generation of consumer behaviors is already being shaped.
The new world will not be better off or worse. It will be different. During this period of influx, some
Our framework Post-merger Integration (PMI): Financial integration is every organization’s guide to achieving the financial alignment of both Buyer
and Target.
Post-merger Integration is a highly complex process. It requires swift action as well as running the core business activities simultaneously. There is no one-size-fits-all approach to a successful PMI Process. However, careful planning focusing on the strategic objectives of the deal and the identification and capturing of synergies will h
In today’s digital age, organizations are faced with the changing nature of the demand curve and the element of uncertainty in the 
supply chain. For operations teams, the challenge and competitive advantage have become: How well do you respond and execute against ongoing uncertainty.
With the world being so unpredictable, chaos is now the new normal. Timetables and priorities have shifted. A supplier fails to deliver. Demands on supply chains are increasing exponentially. A few years ago, supply
The amount of time the Board of Directors spend on their work and commit to strategy is rising. Directors say they dedicate more time now
to their Board duties than ever before. In fact, since 2011, the directors have cut in half the gap between the actual and ideal amount of time they spend on Board work.
In the newest McKinsey Global Survey on Corporate Boards, the results showed that strategy, on average, is the main focus of many Boards. Yet, directors still want more time for strategy when
When things go wrong on a grand scale, often we direct our attention to the role of the Board. Debate exudes and often gets heated up
and intensifies. This often happens when the Board spends more time looking in the rearview mirror and not enough scanning the road ahead. When this happens, governance suffers.
Often, the Board of Directors spend a bulk of its time on quarterly reports, audit reviews, budgets, and compliance. However, with the change in the business environment, there is a greate
The Value Chain concept, first described by Dr. Michael Porter in 1985, is a series of actions that a firm—in a specific industry—accomplishes to produce a valuable product or service for the market. The value chain notion visualizes the process view of an organization, perceiving a manufacturing or service organization as a system comprised of subsystems of inputs, transformation processes, and outputs.
Another way to define the Value Chain principle is, “transforming business inputs into outpu
Effective Succession Planning in Family Business has been redefined in the 21st century.
The Family Business sector continues to be vibrant, successful, and ambitious. This, despite tough economic conditions and accelerating pace of change. Family firms are vital to all economies. It offers stability, a commitment for the long term, and a responsibility to their communities and employees.
However, despite the extraordinary longevity of individual family firms, the average life span across the se
See strategy not as an act of war (Michael Porter's Five Forces) but as an act of customer bonding (Love)
Arnoldo Hax , Enrique Suarez
Execution is not the problem; aligning exection with strategy is!
Arnoldo Hax
Operational excellence is not strategy
Enrique Suarez
Processes are not strategy
Arnoldo Hax
It is important to consider a business at two levels; its strategy and its activ
What is risk-based management (RBM) to you? Do you have a good understanding of this concept, and how it is applied? Do you think what you have right now is the best? Do you think that RBM is the best and only approach? Do you think it is one of the best? How do you apply it in project management?
RBM is serious approach and a philosophy that considers risks while managing any project endeavor throughout its lifecycle. Management by objectives is still present, but with more focus on risk managem
Developing a schedule needs to be approached with success in mind. Dividing the project or portfolio into smaller manageable pieces called sub-projects is a good principle, a strategy acceptable and recommended in various industries. However, as the number of activity grows in the schedule, completeness, integration, and alignment challenges becomes the next hurdle. Key dates ends up not supporting each other. Probability of one activity finishing on time cancels out by the lower probability of
According to a report published by Technology Business Research last week, IT investment among North American banks is on the rise, with one of the main drivers for this being data management. This echoes findings of research SunGard recently conducted into risk management trends and priorities among more than 750 of our banking customers in 60 countries. Over 50% of respondents confirmed that their IT budgets for risk management has increased or remained stable since 2012. In the US, 65% of ban
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