There are always two main elements: the strategic and the tactical. In one sense these are different magnifications of the same thing. In military campaigns the mediating factor between the two is intelligence (Game Theory, broadly).

In business, intelligence should play the same role. But it doesn't. In military structures, the intelligence (or rather the raw data) is bottom up. In business organizations it is often top down, and that explains why business needs new types of organizations.

Iraq is a good example of the misguided application of corporate methods to the military. Where you have strategic vision uninformed by bottom up intelligence or, worse still, strategic vision that ignores such intelligence, then the tactics that aim to implement such visions are always going to fail.

You can't be me, I'm taken