Abstract
Emphasises the dangers of complacency in business thinking and of the risks associated with strategic decisions that are repetitive and predictable. Introduces a military decision making model termed manoeuvre warfare and its history, successes, and applications within a business context. Recounts some well‐known military and business decision making blunders and warns of the strategic implications of falling into the same flawed decision‐making traps. Concludes with arguments supporting aggressive strategies that exploit the elements of speed, surprise, and flexibility.
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