For many of the strategic leaders that we work with, it is common to use the month of January as a means to set (or reiterate) the strategy for the coming year. To ensure common language and a shared understanding of ‘strategy’, MRA uses the Joint Publication 1, Doctrine for the Armed Forces of the United States (JP1) definition:
Strategy is the shaping of organizational objectives (ways) and resource allocation (means) to achieve desired outcomes (ends). Strategy supports the design and synchronization of operations and the assignment of tasks for achievement of these objectives.
The definition above specifically emphasizes the connection of strategy to the design and synchronization of operations and assignment of tasks. This tiered approach to strategy execution follows what is known in military planning as ‘levels of war’. For military leaders and decision makers, the term ‘level of war’ commonly refers to the distinct layers at which military operations are planned and executed to achieve strategic objectives[1][2] (characterized in the table below).
The Levels of War in Strategy
Level |
Characteristics |
| Strategic | Identifies overall organizational objectives (ways) and goals (ends) and the coordination of resources (means) to achieve long-term outcomes. |
| Operational | The structure, processes, and procedures an organization employs to create and deliver its products or services. |
| Tactical | The execution of specific tasks, projects, or programs at all echelons of the organization to achieve immediate objectives on the battlefield. |
Integrating the Levels of War into Leadership
As leaders, if we solely focus on the communication of ways (organizational objectives) and ends (desired outcomes), and inadvertently leave out the operational and tactical, then we unnecessarily hamstring ourselves from reaching our maximum effect. To mitigate this risk, we recommend that leaders tie together the organization’s strategy through all three ‘levels of war’.
Leaders must tie together the organization’s strategy through all three ‘levels of war’.
As such, leaders should follow the presentation of strategy with an analysis of existing operations (structure, processes, procedures, etc.) to ensure that the organization is explicitly arrayed in a manner that maximizes the likelihood of reaching the strategic objectives and desired long-term outcomes. This operational analysis is a distinct opportunity to incorporate personnel at all echelons of the organization to identify how operations can potentially continue, change, or be slightly adjusted for maximum effect.
Task Assignment for Maximum Impact
Following the operational analysis, the differing components of the organization work together to intentionally identify specific tasks that each believes will maximize the likelihood of achieving strategic objectives and outcomes. These tasks are then scheduled with the desired completion date and assigned to those in the organization that are best suited to complete each task with the highest degree of quality and professionalism.
Taking Strategy to the Next Level
In doing so, it is our experience that leaders will take their strategy ‘to the next level’. More specifically, they will take their strategy to all three levels and will position their organization, at the beginning of the year, to reach the place where they want to be at the end. We cannot wait to see the leaders that we work with, standing together with their teams on the goal line, shoulder to shoulder, looking back on all their successes in 2025. Happy New Year from the MRA team!
If you’re interested in exploring how we can assist your organization, we invite you to reach out for a complimentary consultation. Let’s discuss how we can help you achieve your desired outcomes and move forward with confidence.
