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And he never went into a situation with a theory on how to handle it. The theory arose from the situation. And so he declared, To every circumstance its own law. Not having theories or goals, Napoleon constantly changed his plans, depending on where he was able to win. He noted: I had few really definite ideas, and the reason for this was that instead of obstinately seeking to control circumstances, I obeyed them . . . Thus it happened that most of the time . . . I had no definite plans, but only projects. A project in French is a course of action, a strategy. Napoleon launched a strategy when he saw that it had a good chance of success, not because it conformed to a goal. So to others, it seemed like he was switching goals all the time:

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The fact was that I was not a master of my actions, because I was not so insane as to attempt to bend events to conform to my policies. On the contrary, I bent my policies to accord with the unforeseen shape of the events.

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Above all, he knew that his power came from winning battles, not from taking territory or achieving other goals:

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These quotes from Napoleon support von Clausewitz more than they support Jomini, especially with regard to the order of goals and activities. Jomini put the goal first; he said that Napoleon identified a strategic point and then concentrated his forces in order to seize it. In contrast, von Clausewitz said that the goal arises after the means to achieve it. So Napoleon decided what battle to fight only when he saw a way to win it. This contrast between goal setting and coup d oeil applies to strategy of all kinds. Following Jomini, in classic strategic planning, you choose a problem to solve and then look for a way to solve it. Following von Clausewitz, in the art of what works, you don t know what problem you can solve until you see how to solve it. And the how comes from expert intuition, that is, from past achievements in similar situations. So in business, you choose a

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Water supply and distribution 159 Fixtures 159 Drainage system 159 Waste-disposal system 161 Cesspool 162 Septic system 162 Exterior inspection 165 Vent stack 165 Fresh-air vent 166 Lawn sprinkler systems 166 Septic system 166 Interior inspection 167 Fixtures 167 Water pressure, flow 167 Plumbing wall hatch 168 Pipes 168 Basement inspection 169 Water-supply pipes 169 Distribution piping 171 Drainage pipes 172 Well-pumping systems 174 Wells 174 Well pumps 174 Piston pump 175 Jet pump 175 Submersible pump 175 Accessory equipment 176 Storage tanks 176 Pressure switch and gauge 178 General considerations 178 Checkpoint summary 179

specific goal such as profits, market share, diversification, value creation, or unique position only when you see a way to reach it. Expert intuition is counterintuitive. Everyone knows that first you set your goal, and then you design your activities to reach that goal. That is, the ends precede the means. The notion that the means precede the ends violates common sense. No wonder Jomini was easier to follow than von Clausewitz: Jomini explained what most generals already thought. In breaking with conventional wisdom, von Clausewitz found it hard to explain what he meant. He struggled for 20 years, from 1810 to 1830, and died before he finished. After his death, his wife, Marie, edited his papers and published them as On War. Even in a clear English translation, the heavy German philosophical style makes the book hard to read. Sometimes the abstract prose of On War serves as camouflage. For example, Napoleon promoted officers on the basis of merit rather than for their noble blood, something that von Clausewitz could not praise too directly, as the Prussian army remained mostly in the hands of nobles. In the same way, von Clausewitz made sure to cite examples from a Prussian, Frederick the Great, as well as from the Frenchman Napoleon. But all in all, On War is hard to read because of the difficult subject. Here is one of many examples from the text:11