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The last factor is not less important than the first two. We must not forget that in business there is no victory at all costs. Victory at all costs, as usually die very soon after the victory. Anyone who doubts this, let look the statistics of mergers and acquisitions. And if we do not need to fight now, should we all think about the war? And on this subject there is a corresponding military analogy.

It's called the military doctrine, or, in civil terms, – the strategy of the company. In the development of military doctrine must ask yourself and get answers to questions such as what we've been asked previously, but now we will focus on our long-term interests of: – What is our strategic interests: the capture of the whole world, or control of the situation in a particular country? – Are we going to attack or defend only? – Who is our potential enemy? – Who is our ally plausible? – Are we going to protect our borders? And if you're going to – what are our actions in case of sudden attack? – What kind of army we have contain in peacetime and wartime to achieve our objectives in the most efficient way? A list of questions goes on, but it is better to do in relation to a particular situation. Now, if the line of thought is clear, let us continue. Let's try to define – who are all supposed to do? Who should be in peacetime to develop military doctrine, and military – to lead military operations? The military is engaged in the headquarters. Easier for them – they have only a leadership – and his chief deputy – chief of staff. All the rest – of lower rank. And in business? And in this business, at best, is engaged in the deputy director of marketing, which is very rare first deputy. That is the same problem, but unlike the military, it deals with the chief of lower rank, who may not have any outlook for the correct formulation of the problem, no power to implement it.