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Clausewitz on Strategy : Inspiration and Insight from a Master Strategist
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Sales rank 311,792
Customers rating (based on 13 reviews)
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From Clausewitz on Strategy . . . On strategic genius "If the mind is to survive this constant battle with the unexpected, two qualities are indispensable: first, an intellect that even in this moment of intense darkness retains some trace of the inner light that will lead it to the truth, and second, the courage to go where that faint light leads." On the role of strategic theory ". . . all principles, rules, and methods increasingly lack universality and absolute truth the moment they become a positive doctrine. They are there to present themselves for use. Judgment must always be free to determine whether or not they are suitable. Criticism must never use these results of theory as laws and standards, but only as a person acting in war should also do: as aids to judgment." On risk "It is not true that we should always choose the case with the least uncertainty. That would be a terrible mistake, as all of our theoretical deliberations show. There are instances in which the most daring course of action is the wisest choice." On leadership qualities "The further we go up the chain of command, the more necessary it becomes for boldness to go hand in hand with the superior mind . . ." On strategy "Everything in strategy is very simple, but that does not make everything easy."
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| Publisher | Wiley | | Release date | 04/2001 | | Availability | Usually ships in 24 hours | | Edition | Hardcover |
| | List price | $27.95 | | Our price | $18.45 (you save 33.99%) | | Used price | from $5 |
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 Great Book
Great book on Strategy, it teaches great principals on business strategy from the perspective of war. However, I must admit, I did find it to be a hard read.
 3 great points
(1) If you still don't understand the difference between war and business [or war and anything else], read this book.
(2) If you have a boss who doesn't understand that "a" strategy must always be revised and the test of a great employee is one who always has a Plan B, send him/her a copy.
(3) That book learning isn't the same thing as experience - "Yet this is nothing but wretched book learning." p. 91.
(4)FRICTION! "Friction is what makes the seemingly easy so difficult.", p. 89, a concept before it's time, one you should know well. p. 89 "Rather, the general [and the rest of us trying to do anything] must have knowledge of friction in order to overcome it, where possible, and in order not to expect a level of precision in his operations that simply cannot be achieved owing to this very friction." p.87
(5) the great love affair between Clausewitz and his wife
(6) Negativity capacity - "being at ease when in bafflement or doubt and not seeking escapes at any cost." p. 86 (don't panic when it starts falling apart)
(7) The many times von C mentions "heart" as well as "mind."
(8) and that this great soldier started fighting at 13, died of cholera.
Strategy is one of my top stengths on the StrengthsFinder(r), so to me it is innate. However, that does not mean my FIRST strategy is my only one, or the one that eventually works. In war, love, coaching, or trying to motivate a recalcitrant teenager.
And how's this for an interesting point: "The weaker the defender's morale, the more brazen the attack must be." p. 121
I ordered this book by mistake - well, as von Clausewitz says, if you wish to enter that theater of strategy you "must abandon all hope of finding the certainties and control to which they are accustomed in other pursuits and consider the surrender of such hopes as a rite of passage in strategy."
Many good things happen to the intelligent, experienced, philosophical and seasoned strategist by accident.
Good read.
 Perhaps the worst book of its kind I had ever read
I had read many business strategy books based on the writings of Sun Tzu, Clausewitz, Machiavelli, Miyamoto Musashi etc. So bad that this is the worst I had picked. Clausewitz is great, but the authors are real bad in that they try too hard to impress by using superficial, vague, clumsy, English literature type of writing that complicates or even deteriorates Clausewitz's teachings instead of making them into something analytical and well structured, with relevant examples of real business world applications, even if it cant be as useful as the famous BCG Model (Stars, Question Marks, Cash Cows & Dogs). For those really interested in Clausewitz, please read his originals instead of wasting your valuable time on this disorganised and incoherent work of some.....
Dreadful book
If you have interest in Clausewitz or business strategy, you can do much better buying other books. This is a very poorly written outing, practically incoherent. Embarassingly bad and jumbled. Do not be afraid to read Clausewitz directly: as this book illustrates, there are no easy shortcuts.
Avoid.
A Superb Leadership Resource
It probably requires having some experience with business strategy before any of Clausewitz's advice can resonant with you. However, for those who have been involved in executive decision processes, Clausewitz's messages are remarkably fresh and insightful (almost two hundred years later). His advice is particularly fascinating in context with the current "Information Age."
Clausewitz's message is simple, but you have to be ready for it to appreciate it. Information will never be complete. Some information will be totally wrong. If you wait for perfect information/intelligence, you will lose (and your competitor will win). In the fog of war, you must find that "faint light" and have the courage to go toward it. Don't wait for the fog to clear, and don't wait for the light to get brighter. It will be too late if you do.
Too often in the Information Age, companies and their executives mistakenly believe that it is possible to get complete and accurate information before making a decision. However, despite vaste improvements in technology, information will never be complete, perfect, or even 100% accurate. Clausewitz understood this almost two centuries ago. He points to what true leaders must have. They must have the ability to detect the most relevant patterns among incomplete and sometimes erroneous information. They must be able to identify the goal (the faint beacon of light). Finally, they must have the courage to focus and align an organization's limited resources to accomplishing this goal. In business speak, business leaders must have a vision and must be willing to take risks to achieve that vision.
This message is hard for some people to take. I guess many are looking for a "how to" book that anyone can use. Clausewitz talks about "genius," and his concept of genius implies that not everyone is up to the challenges of leadship. It's a tough pill to swallow, but it is true. More than anything, this book affirmed beliefs I formed after years of observation, trial, and error.
Some may mistakenly believe that perfect information may not have been possible in Clausewitz's time, but it certainly is today. As a business analysis professional, I can attest that "complete" information is still not a reality. No amount of data mining, neural networks, or statistics can replace the qualities of leadership Clausewitz so clearly and eloquently expresses.
Information certainly has the potential to help make better business decisions, but faith is still required to act. Many of the information tools available today are not used, because our business leaders lack the faith to implement them (they're still waiting for complete information). A great companion to this book (in relation to information and decision making) is Against the Gods by Peter Bernstein.
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