Athanasios Platias is Professor of Strategy at the University of Piraeus, the President of the Council for International Relations, Greece, and a coordinator at the Mackinder Forum. Constantinos Koliopoulos is Professor of International Relations and Strategic Studies at the University of Piraeus, and a former Fulbright scholar.

‘The Art of Strategy arrives at precisely the right moment—when geopolitical fractures, technological disruption, and economic volatility demand clarity of thought over speed of reaction. Yet its fifty maxims, drawn from Thucydides to Clausewitz and tested across war, business and sport, carry the permanence of human nature itself. Platias and Koliopoulos have done something rare: made the timeless urgently practical. Essential reading for leaders navigating a world where strategy is no longer optional.’

• Introduction PART 1: THE GENERAL CHARACTERISTICS OF STRATEGY Chapter 1. Strategy is immutable and universal Chapter 2. Strategy can make the difference between victory and defeat Chapter 3. There are no one-size-fits-all recipes in strategy Chapter 4. The time factor operates at every level of strategy Chapter 5: Strategy has limits: Some strategic problems are insoluble PART 2: THE STRATEGIC PLAYER IN A COMPETITIVE ENVIRONMENT Chapter 6. Do not depend on the enemy’s not coming, but on your readiness to face him if he comes Chapter 7. Rely on your own power as much as you can Chapter 8. War tests every aspect of your organization Chapter 9. Leadership is a force multiplier—but also a force divider Chapter 10. In the short term, rely on your strengths; in the long term, eliminate your weaknesses Chapter 11. People do not walk on air: Geography sets the strategic context Chapter 12. The ideological and the social environment are at least as important as the physical environment Chapter 13. The “how” bounds the “what”: Technology influences strategy Chapter 14. Intelligence is the eyes and ears of strategic players Chapter 15. Help yourself: Shape the environment PART 3: STRATEGIC CONTEST WITH SPECIFIC OPPONENTS Chapter 16. What do you want to achieve? Chapter 17. Can you actually do it? Chapter 18. Conflict does not occur through violent means alone Chapter 19. War and peace often coexist Chapter 20. The opponent has a strategy, too 2 Chapter 22. Do not appease (rough) equals Chapter 23. Strength diminishes as it moves away from its source Chapter 24. Learn how to manage crises Chapter 25. Alliances may save you; they may also entrap you Chapter 26. The way others see you is, at least in the short term, more important than the way you really are Chapter 27. Prudence is perhaps the highest strategic virtue Chapter 28. The home front is the cornerstone of your strategy Chapter 29. You be a grindstone and the opponent an egg Chapter 30. Economy is the basis of strategy Chapter 31. Every war must end, and you had better figure out how Chapter 32. Choose the place, the time, and the way of conflict Chapter 33. Let others do the dirty work 158 Chapter 34. The opponent is not always rational—or so it seems to us Chapter 35. Turn your enemy into a friend: Find the common interest wherever it exists PART 4: EXECUTING STRATEGY Chapter 36. Concentrate force and effort where it is important, save force and effort where it is not Chapter 37. “Who is in charge here?”: Unity of command and effort Chapter 38. Nothing will happen as planned Chapter 39. One who does not risk anything, risks everything Chapter 40. War takes a thousand forms; do not take it for something that it is not Chapter 41. Everything is decided by battle—even if a battle does not take place Chapter 42. There is one strategy, but many strategies Chapter 43. Successive tactical wins may or may not lead to strategic victory Chapter 44. All strategy is based on deception, and the child of deception is surprise Chapter 45. When stronger, win; when weaker, do not lose Chapter 46. Physical destruction and psychological control are the two poles of victory Chapter 47. Morale works miracles, but in the long run, mass prevails Chapter 48. Without logistics, there is no strategy Chapter 49. Success breeds success: Learn to exploit the snowball effect Chapter 50. The marathon runner defeats the sprinter: The importance of strategic resilience Epilogue: Theory and practice Notes Index

Athanasios Platias is Professor of Strategy at the University of Piraeus, the President of the Council for International Relations, Greece, and a coordinator at the Mackinder Forum. Constantinos Koliopoulos is Professor of International Relations and Strategic Studies at the University of Piraeus, and a former Fulbright scholar.

‘The Art of Strategy arrives at precisely the right moment—when geopolitical fractures, technological disruption, and economic volatility demand clarity of thought over speed of reaction. Yet its fifty maxims, drawn from Thucydides to Clausewitz and tested across war, business and sport, carry the permanence of human nature itself. Platias and Koliopoulos have done something rare: made the timeless urgently practical. Essential reading for leaders navigating a world where strategy is no longer optional.’

• Introduction PART 1: THE GENERAL CHARACTERISTICS OF STRATEGY Chapter 1. Strategy is immutable and universal Chapter 2. Strategy can make the difference between victory and defeat Chapter 3. There are no one-size-fits-all recipes in strategy Chapter 4. The time factor operates at every level of strategy Chapter 5: Strategy has limits: Some strategic problems are insoluble PART 2: THE STRATEGIC PLAYER IN A COMPETITIVE ENVIRONMENT Chapter 6. Do not depend on the enemy’s not coming, but on your readiness to face him if he comes Chapter 7. Rely on your own power as much as you can Chapter 8. War tests every aspect of your organization Chapter 9. Leadership is a force multiplier—but also a force divider Chapter 10. In the short term, rely on your strengths; in the long term, eliminate your weaknesses Chapter 11. People do not walk on air: Geography sets the strategic context Chapter 12. The ideological and the social environment are at least as important as the physical environment Chapter 13. The “how” bounds the “what”: Technology influences strategy Chapter 14. Intelligence is the eyes and ears of strategic players Chapter 15. Help yourself: Shape the environment PART 3: STRATEGIC CONTEST WITH SPECIFIC OPPONENTS Chapter 16. What do you want to achieve? Chapter 17. Can you actually do it? Chapter 18. Conflict does not occur through violent means alone Chapter 19. War and peace often coexist Chapter 20. The opponent has a strategy, too 2 Chapter 22. Do not appease (rough) equals Chapter 23. Strength diminishes as it moves away from its source Chapter 24. Learn how to manage crises Chapter 25. Alliances may save you; they may also entrap you Chapter 26. The way others see you is, at least in the short term, more important than the way you really are Chapter 27. Prudence is perhaps the highest strategic virtue Chapter 28. The home front is the cornerstone of your strategy Chapter 29. You be a grindstone and the opponent an egg Chapter 30. Economy is the basis of strategy Chapter 31. Every war must end, and you had better figure out how Chapter 32. Choose the place, the time, and the way of conflict Chapter 33. Let others do the dirty work 158 Chapter 34. The opponent is not always rational—or so it seems to us Chapter 35. Turn your enemy into a friend: Find the common interest wherever it exists PART 4: EXECUTING STRATEGY Chapter 36. Concentrate force and effort where it is important, save force and effort where it is not Chapter 37. “Who is in charge here?”: Unity of command and effort Chapter 38. Nothing will happen as planned Chapter 39. One who does not risk anything, risks everything Chapter 40. War takes a thousand forms; do not take it for something that it is not Chapter 41. Everything is decided by battle—even if a battle does not take place Chapter 42. There is one strategy, but many strategies Chapter 43. Successive tactical wins may or may not lead to strategic victory Chapter 44. All strategy is based on deception, and the child of deception is surprise Chapter 45. When stronger, win; when weaker, do not lose Chapter 46. Physical destruction and psychological control are the two poles of victory Chapter 47. Morale works miracles, but in the long run, mass prevails Chapter 48. Without logistics, there is no strategy Chapter 49. Success breeds success: Learn to exploit the snowball effect Chapter 50. The marathon runner defeats the sprinter: The importance of strategic resilience Epilogue: Theory and practice Notes Index

Athanasios Platias is Professor of Strategy at the University of Piraeus, the President of the Council for International Relations, Greece, and a coordinator at the Mackinder Forum. Constantinos Koliopoulos is Professor of International Relations and Strategic Studies at the University of Piraeus, and a former Fulbright scholar.

‘The Art of Strategy arrives at precisely the right moment—when geopolitical fractures, technological disruption, and economic volatility demand clarity of thought over speed of reaction. Yet its fifty maxims, drawn from Thucydides to Clausewitz and tested across war, business and sport, carry the permanence of human nature itself. Platias and Koliopoulos have done something rare: made the timeless urgently practical. Essential reading for leaders navigating a world where strategy is no longer optional.’

• Introduction PART 1: THE GENERAL CHARACTERISTICS OF STRATEGY Chapter 1. Strategy is immutable and universal Chapter 2. Strategy can make the difference between victory and defeat Chapter 3. There are no one-size-fits-all recipes in strategy Chapter 4. The time factor operates at every level of strategy Chapter 5: Strategy has limits: Some strategic problems are insoluble PART 2: THE STRATEGIC PLAYER IN A COMPETITIVE ENVIRONMENT Chapter 6. Do not depend on the enemy’s not coming, but on your readiness to face him if he comes Chapter 7. Rely on your own power as much as you can Chapter 8. War tests every aspect of your organization Chapter 9. Leadership is a force multiplier—but also a force divider Chapter 10. In the short term, rely on your strengths; in the long term, eliminate your weaknesses Chapter 11. People do not walk on air: Geography sets the strategic context Chapter 12. The ideological and the social environment are at least as important as the physical environment Chapter 13. The “how” bounds the “what”: Technology influences strategy Chapter 14. Intelligence is the eyes and ears of strategic players Chapter 15. Help yourself: Shape the environment PART 3: STRATEGIC CONTEST WITH SPECIFIC OPPONENTS Chapter 16. What do you want to achieve? Chapter 17. Can you actually do it? Chapter 18. Conflict does not occur through violent means alone Chapter 19. War and peace often coexist Chapter 20. The opponent has a strategy, too 2 Chapter 22. Do not appease (rough) equals Chapter 23. Strength diminishes as it moves away from its source Chapter 24. Learn how to manage crises Chapter 25. Alliances may save you; they may also entrap you Chapter 26. The way others see you is, at least in the short term, more important than the way you really are Chapter 27. Prudence is perhaps the highest strategic virtue Chapter 28. The home front is the cornerstone of your strategy Chapter 29. You be a grindstone and the opponent an egg Chapter 30. Economy is the basis of strategy Chapter 31. Every war must end, and you had better figure out how Chapter 32. Choose the place, the time, and the way of conflict Chapter 33. Let others do the dirty work 158 Chapter 34. The opponent is not always rational—or so it seems to us Chapter 35. Turn your enemy into a friend: Find the common interest wherever it exists PART 4: EXECUTING STRATEGY Chapter 36. Concentrate force and effort where it is important, save force and effort where it is not Chapter 37. “Who is in charge here?”: Unity of command and effort Chapter 38. Nothing will happen as planned Chapter 39. One who does not risk anything, risks everything Chapter 40. War takes a thousand forms; do not take it for something that it is not Chapter 41. Everything is decided by battle—even if a battle does not take place Chapter 42. There is one strategy, but many strategies Chapter 43. Successive tactical wins may or may not lead to strategic victory Chapter 44. All strategy is based on deception, and the child of deception is surprise Chapter 45. When stronger, win; when weaker, do not lose Chapter 46. Physical destruction and psychological control are the two poles of victory Chapter 47. Morale works miracles, but in the long run, mass prevails Chapter 48. Without logistics, there is no strategy Chapter 49. Success breeds success: Learn to exploit the snowball effect Chapter 50. The marathon runner defeats the sprinter: The importance of strategic resilience Epilogue: Theory and practice Notes Index