It has become popular of late to associate strategy with a “theory of victory”. Many policy pieces and journal articles define this as a narrative explanation of why a particular strategy will work — something every strategy must contain, if only implicitly. Others go so far as to insist that a strategy is nothing more than a theory of victory. […]
Strategy itself is a slippery term, used in slightly different ways in different contexts. In everyday usage, it is simply a plan to accomplish some task, whereas formal military definitions tend to specify the particular end. The US joint doctrinal definition, for instance, is: “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”. If strategy is not quite a theory for victory, the connection between them is apparent.
There is a subtle problem with this definition, however. Victories are rarely won in precisely the way the victors anticipate. Few commanders can call their own shots, as Napoleon did in Italy or William Slim in Burma. Wars are complex and messy things, and good strategy requires constant adaptation to circumstance — a system of expedients, as Moltke put it. Even with the benefit of hindsight, the cause of a war’s outcome is not always perfectly clear, as the ongoing debate over strategic bombing bears witness.
Indeed, the very idea that strategy represents a plan is very recent. From the first adoption of the word into modern languages,1 strategy was defined more as an art: of “commanding and of skilfully employing the means [the commander] has available”, of “campaigning”, of “effectively directing masses in the theater of war”. The emphasis was decidedly on execution, not planning. As recently as 2001, the US Army’s FM 3-0 Operations defined strategy as: “the art and science of developing and employing armed forces and other instruments of national power in a synchronized fashion to secure national or multinational objectives”. Something one does, not something one thinks.
This is best understood by analogy to tactics, a realm less given to formalism and abstraction. What makes a good tactician? Devising a good plan is certainly part of it, but most tactical concepts are not especially unique — there are only so many tools in the tactical toolkit. The real challenge lies in execution: providing for comms and logistics, ensuring subordinates understand the plan, going through rehearsals, making sure that everyone is doing their job correctly, then putting oneself at the point where things are likely to go wrong and dealing with the unexpected.
Ben Duval, “Is Strategy Just a Theory of Victory? Notes on an Annoying Buzzword”, The Bazaar of War, 2024-12-01.
1. This was before Clausewitz’s inadvertent redefinition of strategy, when the term still referred to what we now call “operational art”.
March 15, 2025
QotD: Strategy
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