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expert intuition in studies of business strategy. Other factors are easier to identify and explain.6 The elusive nature of expert intuition makes von Clausewitz stand out for his great achievement in pinning down the essence of strategy. It also helps us see why his achievement is still so poorly understood today. Expert intuition is easy to misunderstand or to miss completely. And even when von Clausewitz understood it, he struggled to find the words to explain it. So you can read von Clausewitz and miss it too unless you know what to look for.
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On War by von Clausewitz was the first full scholarly study of strategy, but it was not the first best-seller on the topic. That distinction goes to Antoine Jomini s Summary of the Art of War.7 Jomini s book came out in 1838, six years after On War. For the next 50 years, Jomini won out over von Clausewitz in the world s military academies. There are four reasons for Jomini s success. First, he was a French-speaking Swiss who served on Napoleon s staff. That meant he was rightly able to claim inside knowledge of Napoleon s strategy. Von Clausewitz, a Prussian, fought on the other side. Second, Jomini wrote in French, the language of most of the literature on Napoleon, including Napoleon s own sayings and writings. Von Clausewitz wrote in German. Third, Jomini wrote in a simple, elegant style. Von Clausewitz wrote in the dense, ponderous style of German academics of the day, in the intellectual tradition of Immanuel Kant. Fourth, Jomini told a simple story of Napoleon s success. It made sense to the reader. If you wanted to use Napoleon s strategy, Jomini s advice was easy to follow. Von Clausewitz made everything complicated. He gave no step-by-step method for following Napoleon s strategy yourself. Jomini s book is worth some study, because it stands out as the first scholarly work in the strategic planning school of strategy.
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Also, the contrast between Jomini and von Clausewitz continues to this day. In his book, Jomini states that strategy is the art of making war on the map, the art of taking in the whole theater of war. He lists what strategy thus includes :
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1. Selection of the theater of war and the different combinations it offers 2. Determination of decisive points that result from these combinations and the most favorable direction to give to the undertakings 3. Choice and establishment of the fixed base and the zone of operations 4. Determination of the objective point, either offensive or defensive 5. Fronts of operations, the strategic fronts and the line of defense 6. Choice of lines of operations that lead from the base to the objective point or to the strategic front occupied by the army 7. Best strategic line to take for a given operation; the different maneuvers for covering these lines in their different combinations 8. Eventual bases of operations and the strategic reserves 9. Marches of armies considered as maneuvers 10. Depots considered in their relation to the marches of the armies 11. Fortresses foreseen as strategic means, as refuges for an army or as an obstacle to its march; sieges to make and cover 12. Points for entrenched camps, bridgeheads, etc. 13. Diversions and the large detachments that become useful or necessary.
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We can see how this list by Jomini signals the birth of formal strategic planning. He tells you to plan out the decisive points and the objective point on a map, and then to determine the lines of operations, maneuvers, and marches of armies needed to reach those points. When other disciplines adopted strategic planning from the military, the decisive points and objective points became goals, and the operations, maneuvers, and marches became activities. Note the order. For Jomini, determining goals comes before choosing activities. The ends precede the means. First you decide
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