52 Books Like Strategy

Assigned to students at every American war college, this book offers a chronological and thorough examination of changing strategic thought over the last 500 years. It describes important theorists and ideas, how these developed over time, and how they shaped the planning and conduct of modern warfare. Most importantly, it underlines the relationships among different strategic theorists and how their ideas influenced one another. 

Alfred Thayer Mahan was the first modern scholar to seriously explore naval strategy. He discussed how strategy at sea differed from strategy on land, what naval power could and could not do, and the advantages of being a sea power like Great Britain as opposed to a land power like Russia or Germany.

Unfortunately, Mahan’s works, particularly his classic The Influence of Sea Power upon History (1890), are ponderous and often difficult to read. Jon Sumida’s short book summarizes and explains Mahan’s key ideas, often better than Mahan himself, and underlines their enduring importance. 

It seems almost an instinctive response of senior American policymakers to look for something to bomb when an international crisis erupts. Yet, tit-for-tat bombing rarely achieves lasting results. Clodfelter’s book remains the best analysis of the American bombing of Vietnam, but it is more than that.

Clodfelter explores the utility of bombing, explains what air power can and cannot do in war, and demonstrates why the American bombing of Vietnam failed to produce victory. It offers valuable lessons for both war and future wars. 

While not as focused on strategy as the title implies, this book’s short offers an entertaining discussion of various military issues within the context of the Star Wars films and television shows. Among the standouts are a plea for nation-building on Endor by Max Brooks, best known for his novel World War Z (2006), and M.L. Cavanaugh’s “A Strategist Yoda was Not.” As Cavanaugh points out, there is no evidence of any strategic education in Jedi training, which shows. 

This too often overlooked classic—written by my PhD advisor—not only explains why Clausewitz wrote his masterpiece but what he was trying to say. In doing so, Sumida breaks conventional understandings of both the great German military philosopher and the very subject of military history. Clausewitz and Sumida combine to eschew history limited to explaining outcomes by linearly tracing them back to their origins and instead advocate for narratives that reveal what the participants saw as their options in the moment and then contextualizes their choices and actions. It is this path that leads to knowledge gained through synthetic experience. Decoding Clausewitz is the single most influential work in my approach to military history.

This remains one of my go-to texts for my World Wars class and is well-received by my students, whose ideas about the Second World War and its outcome are transformed by Overy’s brilliant book. It is a masterpiece of analytical history presenting a very different take on the war—one of industry, economics, technology, and production.

As a strategy consultant for over two decades, let me tell you: the world is full of bad strategy. This book lays out so clearly what makes bad strategy bad, as well as what good strategy consists of. Rumelt uses examples from business, of course, but he goes far beyond that realm, too.

The book opens with a description of how Admiral Horatio Nelson defeated Napoleon’s forces in the Battle of Trafalgar. Rumelt, a Professor at UCLA, gives recommendations that are specific, tied to examples, and actionable. I walked away with a clear set of takeaways and wonderful stories to back them up.

My last recommendation is one I read recently, published by Chris Woolston. I worked with Chris Woolston for many years in two different companies, and he did a great job; then he formed his own company called “Forward Thinking.”

He is a great strategist. His book encapsulates the essence of his approach to strategy in life and at work. The Bible, says, “Where there is no vision, the people perish,” but I personally add that you need a good strategic plan to achieve your vision.

People often struggle with the concept of strategy–it can sound worthy and intellectual–but in essence, it is a simple concept.  You need to be clear about what you want to achieve and have a clear plan to achieve it, a plan that draws on your unique strengths to achieve what is important to you and your company, often in a testing environment with all sorts… show more.

Of the many books explaining the success of the Roman Empire, this is by far the best in that it shows how Rome continually adapted its strategy in building and sustaining its empire. Rome's strategy was not ceaseless fighting but comprehensive strategies that unified force, diplomacy, and an immense infrastructure. Initially relying on client states to buffer attacks, Rome moved to permanent frontier defense. Finally, as barbarians began to penetrate the empire, Rome fielded large armies in a strategy of defense-in-depth. This book's lesson for business strategy is that companies need to constantly adapt their strategies as their circumstances change. The book also has powerful implications for modern geopolitical strategy—be flexible in both means and ends.

There’s an old saying that states, “Amateurs discuss battles; Professionals discuss logistics.” 

Engel’s book proves the point, arguing that the Macedonian king’s real genius was not tricky moves on the battlefield, but by making sure his men had enough food and water to sustain themselves for twelve years.  One of the great things about this book is that Engels covers things that work for any premodern era: how much a human or animal can carry; how much food and water they consume on a daily basis, and what it requires to keep tens of thousands of humans on the march adequately supplied. 

You’ll never think the same way about premodern warfare again after reading it.