This is a 1976 study of the organization and tactics of the Seleucid armies from 312 to 129 BC. The first part of the book discusses the numerical strength of the armies, their sources of manpower, the contingents of the regular army, their equipment and historical development, the chain of command, training and discipline. The second part reconstructs the great campaigns in order to examine the Seleucid tactics. The book provides a lesson in Hellenistic and military history and discusses several questions: how did the Hellenistic armies develop after Alexander? What distinguished the Seleucid army as superior to its Hellenistic contemporaries? The answers illuminate the expansion of Hellenism as we learn how the Seleucid army was used as a military, social and cultural instrument to impose the rule of the dynasty over the vast regions of the Empire and how it helped to shape Hellenistic society in the East.

Originally setting out to write the very book that he would have wanted to own as a young infantryman, the author penned On Tactics as a remedy for navigating the chaotic and inchoate realm of tactical theory. Challenging centuries-old conventional wisdom regarding the principles of war, tactics, and the roles of strategy, doctrine, experiential learning, and military history, Friedman's work offers a striking synthesis of thinking on tactics as well as strategy. Part One of the book establishes a tactical system meant to replace the Principles of War checklist. First, the contextual role of tactics with regards to strategy and war will be established. This will necessarily lean on major strategic theories in order to illuminate the role of tactics. This section will be formed around the Physical, Mental, and Moral planes of battlefield interaction used by theorists such as J.F.C Fuller and John Boyd. Each plane will then be examined in turn, and many of the classic Principles of War will be discussed along with some new ones. It will present some standard methods that tacticians can use to gain an advantage on the battlefield using historical examples that illustrate each concept. These "tactical tenets" include maneuver, mass, firepower, tempo, surprise, deception, confusion, shock, and the role of the moral aspects of combat. Finally, Part One will circle back around by discussing the role of tactical victory- once achieved- in contributed to a strategy. Part One is short by design. It is intended to be both compelling and easily mastered for junior non-commissioned officers and company grade officers, while still rich enough to be interesting to both specialist and non-specialist academics. It is a book meant not just for bookshelves but also for ruck sacks and cargo pockets. Part Two builds on Part One by exploring concepts with which the tactician must be familiar with such as the culminating point of victory, mission tactics and decentralized command and control, offensive and defensive operations, and the initiative. Part Three will conclude the book examining implications of the presented tactical systems to a variety of other issues in strategic studies.

How to close the gap between strategy and execution Two-thirds of executives say their organizations don’t have the capabilities to support their strategy. In Strategy That Works, Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution. And they show how some of the best companies in the world consistently leap ahead of their competitors. Based on new research, the authors reveal five practices for connecting strategy and execution used by highly successful enterprises such as IKEA, Natura, Danaher, Haier, and Lego. These companies: • Commit to what they do best instead of chasing multiple opportunities • Build their own unique winning capabilities instead of copying others • Put their culture to work instead of struggling to change it • Invest where it matters instead of going lean across the board • Shape the future instead of reacting to it Packed with tools you can use for building these five practices into your organization and supported by in-depth profiles of companies that are known for making their strategy work, this is your guide for reconnecting strategy to execution.

ALIGN YOUR BUSINESS FOR SUCCESS From overarching vision to individual competency scorecards, Total Alignment arms you with powerful concepts and tools to run a successful, efficient business. No matter what size or type of business you run, business strategy experts Riaz Khadem and Linda Khadem show you how to align your team and operations from the ground up and from the top down. Total Alignment is the result of innovative thinking, solid research, and thirty successful years of consulting experience with major companies. Whether your team struggles most with communication, accountability, or motivation, this book will help you inspire your organization to produce efficiently, engage in the company's vision, and hold each other accountable for solid, sustained progress. Implement these concepts and tools to gain coherence, strength, and value: • Measure and narrow alignment gaps in key areas of your business using the Alignment Survey • Plan for your company’s growth and measure it along the way with the Alignment Map • Define clear roles and responsibilities for each member of your team to ensure accountability with Accountability Assignment worksheets • Eliminate silos, inefficiencies, and redundancies with the one page management strategy • Set short- and long-term goals that add value to each branch of the company as well as the business as a whole Plus, gain access to easy-to-use templates to analyze your company’s alignment, including Business and Individual Scorecards, the Competency Worksheet, an Action Plan Commitment chart, and the Performance and Effort Indexes.

Changemaking takes a fresh look at managing change. Focusing on tactics rather than strategy, the book is for those who carry out the practical day-to-day work of supporting and sustaining change. It focuses on the details, and provides the needed toolkit: materials that readers can refer to, draw on, and adapt. These include checklists, templates, questionnaires, tactics, FAQs, talking points, e-mails, and other resources. Short case histories illustrate what can go wrong and how it can be made to go right. The book provides a framework of seven factors that summarize the conditions, resources, and processes that support successful change. It also offers specific guidance on processes that are often employed to move a change initiative forward, including making the case for change, managing employee focus groups, and developing FAQ (Frequently Asked Question) guides. The 50 resources are designed to provide a starting-point for readers to adapt and use in their own organizations. Develop the materials to reflect your own goals and needs, and deploy them as you support your own change initiative

An inside look at how grassroots groups organize and develop strategies over seven years of participant observation in multiple organizations.