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This project examines the process by which the United States Navy formulates and implements strategy. Strategy is traditionally understood as the linkage of ends, ways, and means to achieve specific objectives, while the Department of Defense Dictionary of Military Terms narrows the definition to "A prudent idea or set of ideas for employing the instruments of national power in a synchronized and integrated fashion to achieve theater, national, and/or multinational objectives."1 OPNAV's task, however, is to formulate an organizational strategy that enables the Navy to support higher-level policy objectives. This type of strategy ideally should be framed by a conceptual analysis of the future security environment and U.S. defense policy. For OPNAV, Navy strategy is transformative in the sense that it offers a plan to create the Navy of tomorrow out of the Navy of today. ; Project sponsored by the Naval Research Program (Project Number: FY14-N3/N5-0001) at the Naval Postgraduate School in support of OPNAV N3/N5. ; Approved for public release; distribution is unlimited.

"This book presents new conceptual models and tools that can be used to implement different strategies. The author analyses how market leaders have benefitted from successful strategy implementation and provides the reader with a comprehensive and systematic framework to tackle strategy implementation challenges"--Product description

Cover -- Title Page -- Copyright -- Contents -- Foreword -- Preface to the First Edition of Stratégie Spatiale (2011) -- Notice to Readers -- Acknowledgments -- Introduction: Space: The Final Frontier of Strategy -- 1. Space Strategy: From Words to Actions -- 1.1. Geostrategy of space and space strategy -- 1.2. Principles and methods to the systemic analysis approach -- 1.3. Debris, laser and spaceplane -- 1.4. Conclusion -- 2. Strategic Space: What Are the Limits? -- 2.1. Physical limits of outer space -- 2.2. Functional limits of space and outer space -- 2.3. Judicial limit of outer space -- 2.4. Conclusion -- 3. How Can We Reach Space and Then Act Within It? -- 3.1. Piercing the gravitational opacity -- 3.1.1. How to reach space? -- 3.1.2. What are the trajectories followed by spatial vehicles? -- 3.1.3. How to navigate in space? -- 3.2. Utilizing physical and radioelectric radiation -- 3.3. Space positions worth occupying or controlling -- 3.4. Conclusion -- 4. Space: What Are the Strategic Stakes? -- 4.1. Centripetal force of terrestrial strategic stakes -- 4.2. Centrifugal weakness of an autonomous strategic space factor -- 4.3. Space as strategic vector of information dominance -- 4.4. Conclusion -- 5. Fighting Against Earth from Space? -- 5.1. Militarized space: global support -- 5.2. Weaponized space: celestial offensive -- 5.3. "Martialized" space: the alternative way -- 5.4. Conclusion -- 6. Fighting Against Space from Earth? -- 6.1. Space situational awareness -- 6.2. Whoever controls the low ground controls the high ground -- 6.3. Space and nuclear: deterred deterrence? -- 6.4. Conclusion -- 7. Combat within Space? -- 7.1. Small Earth space strategy -- 7.2. Strategic expansion of aerospace -- 7.3. The great lunar and Lagrangian strategy -- 7.4. Conclusion -- 8. Twelve Principles of Space Strategy.

"If there has not been a war in space, there is already more war without space!" To understand the spatial strategy, we must first know the environment and delineate the field. It must then assess the strategic importance of space. Finally, we must imagine the possibilities of a fight since, against and in space. Space Strategy responds to this questioning. Moreover, this book explicitly established concepts, such as the militarization and weaponization of space; it innovates by setting the "martialisation of space". It shows how space assets are a key component of information literacy, the key to power in the next century. Finally, it sets out a number of principles and lays the foundation for a future strategy and using the Moon Lagrange points

This study investigated what happens when the discrimination strategy fails: It revisited Graven's 'qual-quan' data, to compare correct and incorrect target detections made by the figure identity strategy, the global characteristics strategy, and the touch vision strategy. Do the braille readers use the same or different discrimination strategies, or; is their discrimination strategy vague in incorrect target detections? Do the braille readers rank the same, different, or no target-discriminating feature(s) as the most important? Do s the braille readers use longer exploration time for incorrect than for correct target detections? When the discrimination strategy fails, they lack a repertoire of discrimination strategies, and/or the experience of using this repertoire; they have either encountered attentional load or not focussed their attention sufficiently. Individuals who are taught braille should be taught a repertoire of discrimination strategies, how to, efficiently, switch between them, and what level of attention is suitable for each one.

Cover -- Half Title -- Title Page -- Copyright Page -- Original Title Page -- Original Copyright Page -- Contents -- Acknowledgements -- 1. Soviet Strategy: An Introduction -- Part One: The Evolution of Soviet Strategy -- 2. Soviet Attitudes Towards Nuclear War: Do They Really Think They Can Win? -- 3. The Military Instrument in Soviet Foreign Policy -- Part Two: Contemporary Issues -- 4. How to Think about Soviet Military Doctrine -- 5. Rethinking Soviet Strategic Policy: Inputs and Implications -- 6. The Soviet Military and SALT -- Part Three: The Use of the Military Instrument -- 7. Soviet Risk Taking and Crisis Behaviour -- 8. The Rationale for the Development of Soviet Seapower -- Notes on Contributors -- Index.

In this concise and practical book, the author shares the most important lessons for strategic planning. Readers will discover how to: ask the five key questions vital to any strategic plan; determine a corporate mission that lifts and inspires people; gain valuable insight with market share/market growth and strategy/operations matrices; define themselves in relation to their competition; utilize the concept of "driving force"; anticipate crises; reposition their business with new products, services, and technologies; and measure success via clear financial objectives. Incorporating examples ranging from Alexander the Great to IBM and General Electric, Tracy gives readers proven ideas for increasing their company's ROI and maximizing their strengths and opportunities. --